Pandemic_Plan by yaofenjin

VIEWS: 99 PAGES: 211

									                             Table of Contents


Table of Contents                                        1
Levels of Preparedness                                   2
Goals and Assumptions                                    3
500-Mile Radius Map                                      4
Command Team                                             5
Risk Management                                         12
Student Health Services                                 19
Academic Affairs                                        31
Division of Student Affairs and Enrollment Management   41
Communications Plan                                     55
Police Department and Public Safety                     77
Dining Services                                         83
Human Resources                                         87
Division of Finance and Administration                  106
Housing and Residence Life                              155
Environmental Health and Safety                         163
Facilities Management                                   183
Education Plan                                          202




                                                              1
               LEVELS OF PREPAREDNESS FOR A PANDEMIC

Level 1. Pre-Planning Period Non Human-To-Human Spread (WHO Pandemic
Alert Phase)

Level 2. Confirmed Cases of Human-To-Human Transmission (WHO Elevated
Alert Phase)

Level 3. Sustained Human-To-Human Transmission (WHO Pandemic Imminent
Phase)

Level 4. Confirmed Cases in 500-Mile Radius of Forsyth County (WHO Pandemic
Period)

Level 5. Recovery Post Pandemic Period




                                                                          2
                               GOALS AND ASSUMPTIONS
Goal "Our primary concern is the safety and well-being of students, faculty and
staff; secondary are the preservation of property and the continuation of the
academic affairs here on campus. As a university, it is our social, moral and ethical
responsibility to prepare for any possible scenario that might occur."
Assumptions:
Winston Salem State University will close at Level 4 (confirmed Cases in 500-Mile
Radius of Forsyth County).
Many students will leave the campus when the flu hits the US.
University would have a sickness rate of 12% or 744 students and personnel (NACAS
&NASPA Web Conference 2006).

Calculating at 40% of the workforce or 280 WSSU employees will be affected during the
peak (National Strategic for Pandemic Influenza Implementation Plan p.13).

An Avian event could disrupt either the fall or spring semesters or both.
The best protection from Avian flu is prevention and education.
If the University shuts down it will remain closed for a minimum of 7-10 weeks.
Instruction will continue by alternative means.
Approximately 110 students will remain in the dormitory facilities during an
outbreak.
Approximately 190 essential employees have been identified.
Laboratory animals will be located in WBA Science Building, Coltrane Hall and
PTRC.
Essential Services will be provided for students and essential personnel.
Communications: Telephone (land and cells) Internet Dark Site




                                                                                        3
4
COMMAND TEAM




               5
                                                                     COMMAND TEAM
LEVEL 1.      PRE-PLANNING PERIOD NO HUMAN-TO- HUMAN
              TRANSMISSION (WHO PANDEMIC ALERT PHASE)
Hierarchal Structure for Decision-making: The decision- making process will follow the
Chain of Command that is already established for the University. The Chancellor, upon
advice from the Command Team will make all decisions and give written directives to
each Vice Chancellor who will give written directives to their administrative teams. All
supervisors will communicate to employees by written directives. In the case of oral
directives, written directive will follow. The Chancellor will seek advice from the local
Health Department as it relates to quarantines, isolations, and/or shutdown of the
campus.

The Command Team: Members of the Command Team include the Chancellor, Vice
Chancellors, Director of Health Services, Public Safety Officer, Asst. VC/Chief Marketing
& Communications Officer, University Legal Counsel, Chair of the Planning Committee,
Chief of Police, Chair of the University Emergency Preparedness Committee, and the
Associate Vice Chancellor-Facilities.

Resource Acquisition: The University budgeted $25000 to the Pandemic Planning
Committee and assigned a full time Chair to the committee. The funds have been
allocated for clerical assistance and to purchase emergency supplies. The Business
Contingency plan has been updated and approved by the Vice Chancellor of Business and
Finance and will be used.

Shutdown Policy: The Campus will be shut down in Level 4 which includes any situation
were there are reported cases within a 500-Miles radius of Forsyth County. This scenario
also takes into account the possibility of an outbreak occurring on campus. The directive
will be issued by the Chancellor in the event that the local Health Department has not
issued directives for isolation or quarantine procedures.

Policy for Providing Health Care: The University cabinet approved a
policy for providing care during a pandemic. All university
students; students and personnel in isolation or quarantine; students
and essential personnel who remain on campus during Level 4 will
be treated by health services personnel. All faculty and staff will be
encouraged to seek care by their provider. All sick students will be
transported to a local health care facility
Approval of POD: In the event that it becomes necessary WSSU will act as a local POD,
dispensing vaccines and medications to the university’s students and employees. A letter
of agreement with the Forsyth County Health Department is under development. The
positions responsible for this POD are the Safety Officer, and the two Police Captains.

Approval of Essential Personnel: The Command Team will approve the list of essential
personnel and services needed in Level 4. Although the University will shutdown in




                                                                                       6
                                                                   COMMAND TEAM
Level 4, there will be students and essential personnel remaining on campus. It is
estimated that at least 300 students and employees including essential personnel will
remain on campus. The essential services that will be needed include: decision making
and directions, health services, garbage and hazard waste removal, dining services,
building trades, communications, dinning services, security and safety, payroll and
purchasing and housing services.

Surveillance-Guidelines For Monitoring International and National Conditions: The
Public Safety officer, Director of Health Services, Director Auxiliary Services, and Chief of
Police will monitor international and national conditions in all levels through the CDC,
WHO, and state websites and through the local emergency system websites and report
any concerns to the Chancellor. The Chancellor upon advice from the Command Team
will send directives to the University.

Outbreak Verification: The procedure for outbreak verification starts with reports to the
Command Team coming from any source including health services, media, the public
safety officer, marketing and communication department or employees. The Chancellor
will verify the outbreak with the Director of the Forsyth Public Health Department, State
Health Department, and/or CDC. The Chancellor will consult with the Command Team
and inform the University of the course of action.

Communication Processes: The Chancellor will communicate with the President of the
system and keep the Chairman of the Board of Trustee informed about the University. All
communications to the media will be released through the Marketing and
Communications department. Communications to the Forsyth Public Health Department
will occur through the Chancellor or the directions of the Chancellor. Notices to families
in case of deaths will be handled by the Command Team.

Policy on Providing Health Services. All University students may receive care from the
student health center. Faculty and Staff will be encouraged to seek care from their health
providers. In the case of isolation or quarantine, students and employees will receive care.
Sick students and faculty will be transported to health care facilities as soon as possible.
In Level 4 students and essential personnel who become ill will be cared for by the
Student health staff and transferred as soon as possible to a health care facility.


Legal Responsibilities: The University’s Legal Counsel will be available to advise on
legal issues such as quarantine (overruling individual freedom). Legal services will also
advise on mission shift of state assets, compulsory vaccination or implementation of
emergency use of essential service and personnel. Requiring essential personnel to
remain at work during an outbreak is also an area that will need legal advising.

Policy Approval: The University’s Cabinet will receive this plan as part of the
University’s Emergency Plan to be approved. Policies that relate directly to the flu




                                                                                                7
                                                                           COMMAND TEAM
pandemic have been approved by each Vice Chancellor such as the policy to cancel
classes and offer in a different platform, policy for cancelling events, employee policies
and policy to monitor research activities especially related to animals have been approved
by the Provost & Vice Chancellor. The guideline for monitoring international travel to
and from effected countries has also been approved by the Provost. The Chancellor’s
Cabinet and the BOT will approve policies in their December meetings.


LEVEL 2.       CONFIRMED CASES OF HUMAN-TO-HUMAN-
               TRANSMISSION (WHO ELEVATED ALERT PHASE.)
Guidelines for Issuing Advisories: Advisories and directives will be issued from the
Chancellor only after conferring with the Command Team and the Forsyth Department of
Public Health.

Surveillance-Guidelines For Monitoring International and National Conditions: The
Public Safety officer, Director of Health Services, Director Auxiliary Services, and Chief of
Police will monitor international and national conditions in all levels through the CDC,
WHO, and state websites and through the local emergency system websites and report
any concerns to the Chancellor. The Chancellor will send directives through the
Command Team to the University.

Surveillance-Outbreak Verification: The procedure for outbreak verification starts with
reports to the Command Team coming from any source including health services, media,
the public safety officer, marketing and communication department or employees. The
Chancellor will verify the outbreak with the Director of the Forsyth Public Health
Department, State Health Department, and/or CDC. The Chancellor will consult with the
Command Team and inform the University of the course of action.

Communication Processes: The Chancellor will communicate with the President of the
system and keep the Chairman of the Board of Trustee informed about the University. All
communications to media will be released through the Marketing and Communications
department. Communications to the Forsyth Public Health Department will occur
through the Chancellor or the directions of the Chancellor. Notices to families in case of
deaths will be handled by the Command Team.

Exercise/Drills: The Command Team will decide when it is feasible to implement drills
which will consist of tabletop drills and if necessary real time drills. Winston-Salem State
University has retained the services of V.K. Fields & Co. Public Relations Firm to provide
crisis and communications training about the Pandemic Avian Flu and to coordinate
tabletop and mock drills in preparation for implementation of the University’s emergency
plans. Drill activities include: staged scenarios of on-campus emergencies; notification to
all Command  Team  members utilizing the 3N Emergency Contact system; collaboration




                                                                                                8
                                                                          COMMAND TEAM

with local government, county, city and campus public health officials and first-
responders; and plan reviews with all key Avian Flu planning members to assess plan
effectiveness.

LEVEL 3          SUSTAINED HUMAN -TO-HUMAN TRANSMISSION (WHO
                 PANDEMIC IMMINENT)

Guidelines for Issuing Advisories: Advisories and directive will be issued from the
Chancellor only after conferring with the Command Team and the Forsyth Department of
Public Health.

Surveillance-Guidelines For Monitoring International and National Conditions: The
Public Safety officer, Director of Health Services, Director Auxiliary Services, and Chief of
Police will monitor international and national conditions in all levels through the CDC,
WHO, and state websites and through the local emergency system websites and report
any concerns to the Chancellor. The Chancellor will send directives through the
Command Team.

Surveillance-Outbreak Verification: The procedure for outbreak verification starts with
reports to the Command Team coming from any source including health services, media,
the public safety officer, marketing and communication department or employees. The
Chancellor will verify the outbreak with the Director of the Forsyth Public Health
Department, State Health Department, and/or CDC. The Chancellor will consult with the
Command Team and inform the University of the course of action.

Communication Processes: The Chancellor will communicate with the President of the
system and keep the Chairman of the Board of Trustee informed about the university. All
communications to media will be released through the Marketing and Communications
department. Communications to the Forsyth Public Health Department will occur
through the Chancellor or the directions of the Chancellor. Notices to families in case of
deaths will be handled by the Command Team.

Exercise/Drills: The Command Team will decide when it is feasible to implement drills
which will consist of tabletop drills and if necessary real time drills. Winston-Salem State
University has retained the services of V.K. Fields & Co. Public Relations Firm to provide
crisis and communications training about the Pandemic Avian Flu and to coordinate
tabletop and mock drills in preparation for implementation of the University’s emergency
plans. Drill activities include: staged scenarios of on-campus emergencies; notification to
all Command  Team  members utilizing the 3N Emergency Contact system; collaboration
with local government, county, city and campus public health officials and first-




                                                                                                9
                                                                    COMMAND TEAM
responders; and plan reviews with all key Avian Flu planning members to assess plan
effectiveness.

LEVEL 4          CONFIRMED CASES IN A 500-MILE RADIUS OF FORSYTH
                 COUNTY (WHO PANDEMIC PHASE)
Guidelines for Issuing Advisory: Advisories and directive will be issued from the
Chancellor only after conferring with the Command Team and the Forsyth Department of
Public Health.

Surveillance-Guidelines For Monitoring International and National Conditions: The
Public Safety officer, Director of Health Services, Director Auxiliary Services, and Chief of
Police will monitor international and national conditions in all levels through the CDC,
WHO, and state websites and through the local emergency system websites and report
any concerns to the Chancellor. The Chancellor will send directives through the
Command Team to the University.

Surveillance-Outbreak Verification: The procedure for outbreak verification starts with
reports to the Command Team coming from any source including health services, media,
public safety officer, marketing and communication department, or employees. The
Chancellor will verify the outbreak with the Director of the Forsyth Public Health
Department, State Health Department, and/or CDC. Chancellor will consult with the
Command Team and inform the University of the course of action.

Communication Processes: The Chancellor will communicate with the President of the
system and keep the Chairman of the Board of Trustee informed about the university. All
communications to media will be released through the Marketing and Communications
department. Communications to the Forsyth Public Health Department will occur
through the Chancellor or the directions of the Chancellor. Notices to families in case of
deaths will be handled by the Command Team.

LEVEL 5.         RECOVERY POST PANDEMIC PERIOD

Guidelines for Assessing Capability to Reopen: An assessment will be made by each
vice chancellor regarding, staffing, resources, budget, available of buildings, and any
disruptions in the University’s infrastructure. The Risk Management Committee will
make a determination if any disruptions within the city will impact the University’s
ability to reopen. The Chancellor will make the decision upon advice from the Command
Team regarding the date to have faculty, staff, and students to return.




                                                                                            10
                                                                        COMMAND TEAM

Surveillance-Guidelines For Monitoring International and National Conditions: The
Public Safety officer, Director of Health Services, Director Auxiliary Services, and Chief of
Police will monitor international and national conditions in all levels through the CDC,

WHO, and state websites and through the local emergency system websites and report
any concerns to the Chancellor. The Chancellor will send directives through the
Command Team to the University.

Surveillance-Outbreak Verification: The procedure for outbreak verification starts with
reports to the Command Team coming from any source including health services, media,
public safety officer, marketing and communication department, or employees. The
Chancellor will verify the outbreak with the Director of the Forsyth Public Health
Department, State Health Department, and/or CDC. Chancellor will consult with the
Command Team and inform the University of the course of action.

Communication Processes: The Chancellor will communicate with the President of the
system and keep the Chairman of the Board of Trustee informed about the university. All
communications to media will be released through the Marketing and Communications
department. Communications to the Forsyth Public Health Department will occur
through the Chancellor or the directions of the Chancellor. Notices to families in case of
deaths will be handled by the Command Team.




                                                                                          11
RISK MANAGEMENT




                  12
                                                                         RISK MANAGEMENT
LEVEL I.        PRE-PLANNING PERIOD, NO HUMAN TO HUMAN
                TRANSMISSION (WHO PANDEMIC ALERT PHASE)
The Risk Management committee looked at many areas in making a risk assessment for
the University as we plan for the Avian Flu Pandemic. The main objective was to assess
the impact such an event will have on the way we normally conduct business. Planning
for the health and well being of the campus community is the goal of the University’s
plan.

Based on information available for such an event, we concluded from our assessment that
if we have a Level 4 pandemic event, 25% to 50% of the population will be affected,
NACAS &NASPA Web Conference 2006. With a student population of 5500 and 700
employees as many as 3100 members of the Winston-Salem State University could be
affected. According to the data the University will experience a sickness rate of 4% to
12% or 744. Absenteeism is predicted to be 25% to 35% for 5-8 days over a 3 month period
with approximately 2170 students and employees absent from class and work. As much
as 40% of the 700 members of the workforce or 280 will be affected during the peak of the
pandemic (National Strategic for Pandemic Influenza Implementation Plan p.13). It would be
difficult to impossible to travel and there would be disruptions and shortages of fuel, food
stuffs and health care. [Local health care facilities have predicted that at Level 4, in the
peak of the pandemic they will need other facilities to assist in taking care of the predicted
ill in Forsyth County.]

With this assessment, essential personnel have been identified and facilities that can be
used for services have been determined. The University’s Preparedness Planning
Committee realized that the University would not be able to rely on local, state or federal
resources to support its response efforts. The number of ill requiring medical care will
overwhelm the local health care system (more patients and fewer workers); therefore the
University has prepared to provide medical care on campus. Fatalities will overwhelm
the medical examiners office, hospital morgues and funeral homes. We have planned for
this occurrence. There is likely to be significant disruption of public and privately owned
critical infrastructure including transportation, businesses, utilities, public safety and
communications.

Our plan is to shut down in Level 4 and it is estimated that 300 students and essential
personnel will remain on campus. Essential services have been identified and
determinations have been made as to these services that will be contracted or provided by
the university. We have determined which building can be used most efficiently and the
procedure for closing and evacuating the residence halls and other building. Rooms and
buildings for quarantine, isolation and residence for students who are unable to leave
campus have been determined.




                                                                                               13
                                                                   RISK MANAGEMENT

Realizing that some students (mainly our foreign students and west coast students) will
be on campus, we have decided on procedures for meeting their essential needs. This will
include our plan for stockpiling and storing non-perishable food stuffs and fluids.
Procedures for delivery of food and good to these residential areas have been decided.

The basic conclusion is that the University will have to function on its own. We have
planned to stockpile items that are necessary to run a limited operation on campus. We
have made plans for stockpiling, storage, security, and transporting individuals and
needs to maintain the safety and well-being of the University. We have addressed the
number and kind of essential personnel.

Table I: Essential Personnel
Contact Person #                  Office Phone        Home Phone #       Cell Phone #

COMMAND TEAM
Vice Chancellor – Finance and
Administration
Provost & Vice Chancellor
Academic Affairs
Vice Chancellor for Student
Services & Enrollment
Management
Vice Chancellor of University
Advancement
Executive Assistant to the
Chancellor
Legal Counsel
Chair of the University
Preparedness Committee
Associate VC Facilities
Chairman of Planning
Committee
Director of Health Services
Public Safety Officer
Asst. VC/Chief Marketing &
Communications
HEALTH SERVICES
Director                          336 750 3300
Nurse Supervisor                  336 750 3300
Processing Assistant              336 750 3300
Staff Nurse                       336 750 3300
Staff Nurse                       336 750 3300
Public Health Educator            336 750 3300
STUDENT SERVICES

Vice Chancellor for Student
Services & Enrollment
Management
Associate Vice Student Affairs
and Campus Life
Director of Housing and
Residence Life
                                                                                         14
Assistant Director of Rams          7502174
Commons
Director of Dining Services         4510295
Dining Staff                        7503160
COMMUNICATION
Associate Provost for
Information Resources
Director of Computing and
Client Services
Assist Vice Chancellor for
Marketing & Communication
Director of Internal
Communications
PR Firm
ASP Web Designer
Director External
Communication

ENVIRONMENTAL HEALTH
AND SAFETY
Safety Officer
FACILITIES MANAGEMENT
Associate Vice Chancellor of
Facilities
Director of Facilities Operations
Supervisor of Trade and
Utilities
Zone Maintenance Supervisors
(3) including General Trade and
Steam Plant Supervisor
Boiler Operators
Zone Maintenance Staff
Housekeeping Supervisors (2)
Grounds Supervisor
Landscaping Specialist
Director of Engineering
Electrical Engineer
Business Manager

UNIVERSITY POLICE DEPT.
Chief                               (336) 750-2900
Captain                             (336) 750-2900
Lieutenant                          (336) 750-2900
Lieutenant                          (336) 750-2900
Lieutenant                          (336) 750-2900
Lieutenant                          (336) 750-2900
Lieutenant                          (336) 750-2900
Officer                             (336) 750-2900
Officer                             (336) 750-2900
Officer                             (336) 750-2900
Officer                             (336) 750-2900
Officer                             (336) 750-2900
Officer                             (336) 750-2900
Officer                             (336) 750-2900
                                                     15
Officer              (336) 750-2900
Officer              (336) 750-2900
Officer              (336) 750-2900
Officer              (336) 750-2900
Officer              (336) 750-2900
Telecommunicator     (336) 750-2900
Telecommunicator     (336) 750-2900
Telecommunicator     (336) 750-2900
Telecommunicator     (336) 750-2900
Safety Officer III   (336) 750-2900
Security Officer     (336) 750-2900
Security Officer     (336) 750-2900
Security Officer     (336) 750-2900
Security Officer     (336) 750-2900
Security Officer     (336) 750-2900




                                      16
                                                RISK MANAGEMENT

TABLE II: DESIGNATED BUILDINGS
USE                 LEVEL 1      LEVEL 2    LEVEL 3    LEVEL 4
QUARANTINE AND                                         RAMS COMMONS
ISOLATION AREAS
INOCULATIONS SITES               ANDERSON   ANDERSON   ANDERSON CENTER
POD                              CENTER     CENTER     THOMPSON CENTER
                                 THOMPSON   THOMPSON
                                 CENTER     CENTER
TRIAGE AND                       STUDENT    STUDENT    STUDENT HEALTH
TREATMENT                        HEALTH     HEALTH     BUILDING
                                 BUILDING   BUILDING
MORGUES                                                WBA, WALK IN
                                                       FREEZERS
                                                       ANDERSON AND
                                                       THOMPSON
STOCKPILING AREAS   ANDERSON     ANDERSON   ANDERSON   ANDERSON CENTER
                    CENTER       CENTER     CENTER
ESSENTIAL                                              MAINTENANCE,
PERSONNEL                                              PUBLIC SAFETY,
                                                       ANDERSON, BLAIR,
                                                       STUDENT HEALTH
                                                       BUILDING
STUDENTS UNABLE                                        RAMS COMMONS
TO LEAVE CAMPUS
FACULTY AND STAFF                                      RAMS COMMONS
UNABLE TO LEAVE
CAMPUS
COMMAND TEAM                                           BLAIR




                                                               17
                                                      RISK MANAGEMENT

TABLE III: ESSENTIAL SERVICES
                       DECISION MAKING & DIRECTIONS
                             SECURITY & SAFETY
                              COMMUNICATIONS
                              HEALTH SERVICES
                                 HOUSING
                              DINING SERVICES
                             GARBAGE REMOVAL
                              HOUSING TRADES
                                 PAYROLL
                               HOUSEKEEPING
                                PURCHASING




                                                                   18
STUDENT HEALTH SERVICES




                          19
                                                      STUDENT HEALTH
LEVEL1     PREPLANNING PERIOD NO HUMAN-TO-HUMAN
           TRANSMISSION (WHO PANDEMIC ALERT PHASE)

Policy for Providing Health Care: The University cabinet approved a
policy for providing care during a pandemic. All university
students; students and personnel in isolation or quarantine; students
and essential personnel who remain on campus during level 4 will
be treated by health services personnel. All faculty and staff will be
encouraged to seek care by their provider. All sick students will be
transported to a local health care facility

Antiviral drugs and vaccines will be distributed to students and
personnel through an agreement with the Forsyth County Public
Health Department as one of the Point of Distribution (POD) for the
Strategic National Stockpile Plan. Authorized University
representatives include the Public Safety Officer, and two Police
Captains.

Health Center Essential Personnel include all staff
(Director/Physician Extenders, Nurses, Public Health Educator, &
Processing Assistant. All employees have been directed to the CDC
& WHO pandemic planning websites for on-line training.
Additional pandemic information reviewed includes the American
College Health Association’s pandemic planning recommendations.
Staff will continue to utilize established triage protocols for
respiratory complaints and seasonal flu including the signs and
symptoms of pandemic Avian Flu.

Surveillance Procedures include weekly check of CDC & WHO
websites for Avian Flu relate mortality & morbidity rate reports.
University Command Team, Safety Committee Chair, and
University Public Safety representative, will be alerted should the
CDC, WHO and/or Forsyth County Public Health Department raise
the level of alert. Notification will be sent to the Chancellor in
writing, who will solicit information from the Command Team and
the local Public Health Department. The Chancellor and the
Command Team will determine the Validity of the information for
WSSU’s situation. Directives will be sent to the University by the
Chancellor.

                                                                    20
Supplies and Personnel required for the worse case scenario follows a 6-week supply of
the listed supplies that will be stockpiled and stored at the Health Center. The supplies
are to sustained operations of providing services to the students. The usual monitoring
of the stockpiled inventory will be performed to ensure supplies are up-to-date.

N-95 RESPIRATORS
GOWNS, GLOVES, SURGICAL MASKS
BIOHAZARD AND REGULAR TRASH BAGS
VITAL SIGN MEASURING EQUIPMENT
O2 SAT MONITORS
COUGH, COLD & FEVER MEDICATIONS INCLUDING ANTIBIOTICS AND TAMIFLU
STANDARD MEDICAL SUPPLIES (GAUZE, TAPE, IV FLUIDS & START KITS, ETC)




                                                                                            21
                                                                STUDENT HEALTH

AVIAN FLU VACCINE WHEN DEVELOPED
ANTIVIRAL/ANTIBACTERIAL SURFACE CLEANER
SOAP & WATER OR 64-95% ALCOHOL BASED HAND SANITIZER
FOOD & FLUIDS WITH ELECTROLYTES
FLASHLIGHTS AND BATTERIES
PORTABLE RADIO
TISSUE, TOILET PAPER, & DISPOSABLE DIAPERS
BEDPANS & URINALS
DISPOSABLE WASHCLOTHS
SHEETS & BLANKETS
Anti-diarrhea medication

Handling of Suspected Cases: Any suspected case will be immediately
quarantined to their room or the health center. The case will be reported to the
Command Team and the University Campus safety committee chair, and to
University Campus police, who will call EMS to transport student to the local
hospital for evaluation and treatment. If space is needed to quarantine students or
employees the Ram Commons buildings will be used. Students who are ill with
Avian Flu should be sent to other facilities if at all possible. The Health Center
Staff will follow the infection control procedures specific to prevention Pandemic
Flu as outlined on the U.S. Health and Human Services
Website.http://www.hhs.gov/pandemicflu/plan/pdf/S04.pdf. Student, faculty and
staff will be supplied with basic infection control information via the University
website, and the Educational Planning Committee.

Reduction in Workforce: The health Center will contract with a local Nursing
Personnel agency to cover staff shortages and to help with surge capacity in levels
4 and 5. The contracted nursing staff will assist with all aspects of patient care,
give injections, administer medicines and properly document the patient
encounter using SOAP notes. Liability insurance for the contracted nurses will be
supplied by the contracted agency.

Protocol for Recognizing Flu-Like Symptoms: The health Center staff will
employ the following methods to identify students with flu-like symptoms. Close
collaboration with the Forsyth County Health Department will be maintained.

      •   Signs will be strategically placed in the Health Center directing
          students to proper waiting area and to put on mask and follow cough
          etiquette
      •   Use phone triage to identify patients who need emergency care and
          those who can be directed to the health center or hospital facility




                                                                                 22
                                                                      STUDENT HEALTH

       •   Assign separate waiting and triage areas for persons with respiratory
           symptoms
       •   Assign a “triage coordinator” to manage patient flow, including
           deferring or referring patients who do not require emergency care
       •   All students returning from foreign travel in regions will be requested
           to phone into the health center should they begin to experience flu-like
           symptoms as outlined on the University’s website.

LEVEL 2        CONFIRMED CASES OF HUMAN-TO-HUMAN
               TRANSMISSION (WHO ELEVATED ALERT PHASE)
Protocols for Care: Students determined to have seasonal flu will be
cared for as usual following standard protocols of rest, increased
fluids, over the counter meds for symptomatic relief and other
medications and antibiotics if warranted. A nurse will call in
follow-up to assess patient progress. Students suspected of having
Avian Flu will be held in quarantine in the residence hall or the
Student Health Center and immediately transported to the local
hospital via EMS. If a student is suspected of having Avian Flu, it is
recommended the University officially close.

Surveillance: The WHO and CDC will gather, coordinate and post
national and international Avian Flu surveillance information on
their websites. The University will maintain a web link. The
Health Center will continue it’s collaboration with the Forsyth
County Health Department’s. The Health Center staff will keep
abreast of any changes in Alert status issued by the CDC, WHO, and
Forsyth County Health Department. Any changes will be reported
to the Command Team in writing. The Chancellor will verify with
the local Health Department and consult with the Command Team.

The health Center staff will employ the following methods to identify students with flu-
like symptoms. Close collaboration with the Forsyth County Health Department will be
maintained.

   •   Signs will be strategically placed in the Health Center directing students to
       proper waiting area and to put on mask and follow cough etiquette
   •   Use phone triage to identify patients who need emergency care and those who can
       be directed to the health center or hospital facility
   •   Assign separate waiting and triage areas for persons with respiratory symptoms
   •   Assign a “triage coordinator” to manage patient flow, including deferring or
       referring patients who do not require emergency care
   •   All students returning from foreign travel in regions will be requested to phone
       into the health center should they begin to experience flu-like symptoms as
       outlined on the University’s website.

                                                                                           23
24
                                                                   STUDENT HEALTH

LEVEL 3        SUSTAINED HUMAN-TO-HUMAN TRANSMISSION (WHO
               PANDEMIC IMMINENT)

Students Having Symptoms: Any student displaying the symptoms
of flu will be isolated in their Residence Hall for immediate
transportation to the local hospital for evaluation. No student ill
with flu symptoms during this phase is to remain on campus unless

absolutely necessary. Prevention precautions and infection control
measures will be stepped up in efforts to decrease the number of
students becoming ill.

At this level, the general work-up should be guided by clinical
indications and is best performed in a well equipped hospital
setting. Depending on the clinical presentation and the patient’s
underlying health status, initial diagnostic testing might include:
PULSE OXIMETRY
CHEST RADIOGRAPH
COMPLETE BLOOD COUNT (CBC) WITH DIFFERENTIAL
BLOOD CULTURES
SPUTUM (IN ADULTS) OR TRACHEAL ASPIRATE GRAM STAIN AND CULTURE
ANTIBIOTIC SUSCEPTIBILITY TESTING (ENCOURAGED FOR ALL BACTERIAL ISOLATES)
MULTIVALENT IMMUNOFLUORESCENT ANTIBODY TESTING OF NASOPHARYNGEAL ASPIRATES
OR SWABS FOR COMMON VIRAL RESPIRATORY PATHOGENS, SUCH AS INFLUENZA A AND B,
ADENOVIRUS, PARAINFLUENZA VIRUSES, AND RESPIRATORY SYNCYTIAL VIRUS, PARTICULARLY
IN CHILDREN
 IN ADULTS WITH RADIOGRAPHIC EVIDENCE OF PNEUMONIA,       LEGIONELLA
 ANDPNEUMOCOCCAL URINARY ANTIGEN TESTING


If this is the initial wave, immunization will not be available for 4 to
6 months. The University should officially close and students
should be sent home to prevent a campus pandemic. If this is the
second wave and students have returned to campus, vaccine should
be readily available via standard order or POD. If vaccine is
available via standard order the Health Center will hold Avian Flu
immunization clinics.
Health Care providers will report any flu-like symptoms
experienced to the Director who will encourage them to see their
private provider.

The health Center staff will employ the following methods to identify students with flu-
like symptoms. Close collaboration with the Forsyth County Health Department will be
maintained.


                                                                                           25
                                                              STUDENT HEALTH

Signs will be strategically placed in the Health Center directing students to proper
waiting area and to put on mask and follow cough etiquette

Use phone triage to identify patients who need emergency care and those who can
be directed to the health center or hospital facility
Assign separate waiting and triage areas for persons with respiratory symptoms
Assign a “triage coordinator” to manage patient flow, including deferring or
referring patients who do not require emergency care

All students returning from foreign travel in regions will be requested to phone
into the health center should they begin to experience flu-like symptoms as
outlined on the University’s website.


LEVEL 4      CONFIRMED CASES IN A 500-MILE RADIUS OF FORSYTH
             COUNTY (WHO PANDEMIC PERIOD)

During this phase it is recommended that the University officially
close and that students be sent home. In the interim if students have
been exposed to a student suspected of having Avian Flu, the
exposed asymptomatic students will be quarantined in their
Residence Hall for 72 hours or until and their parents or guardians
can make arrangements to transport them to home or to the hospital.
The University Nurse Practitioner will make an initial assessment
visit. The Nursing staff will perform follow-up care if needed. The
Public Health Department will be contacted.
Student Affairs will notify parents or guardians
Should the exposed students begin to display symptoms, they will
be transported to the local hospital for evaluation and treatment via
EMS

Plans to Manage Patient Care At Levels 4

   •   Routine care will be suspended if necessary by temporarily canceling non-
       essential medical visits (e.g., annual physicals).
   •   Separate blocks of time for non-influenza and influenza-related patient care
       will be designated and announced via approved modes.
   •   Student access to Health Link after hours UNC Nurse Triage service will
       continue to be available via phone call
   •   All health center staff are essential personnel and will work shifts adjusted
       for 24 hour coverage




                                                                                   26
                                                                 STUDENT HEALTH

The health Center staff will employ the following methods to identify students
with flu-like symptoms. Close collaboration with the Forsyth County Health
Department will be maintained.

   •   Signs will be strategically placed in the Health Center directing students to
       proper waiting area and to put on mask and follow cough etiquette
   •   Use phone triage to identify patients who need emergency care and those
       who can be directed to the health center or hospital facility
   •   Assign separate waiting and triage areas for persons with respiratory
       symptoms
   •   Assign a “triage coordinator” to manage patient flow, including deferring
       or referring patients who do not require emergency care
   •   All students returning from foreign travel in regions will be requested to
       phone into the health center should they begin to experience flu-like
       symptoms as outlined on the University’s website.

   Plans for Diagnosing: Testing does not need to be done on all patients with
   symptoms of influenza. Once influenza activity has been documented in the
   community or geographic area, a clinical diagnosis can be made for patients
   with signs and symptoms consistent with influenza, especially during periods
   of peak influenza activity in the community.


   •   Respiratory samples should be tested by both rapid tests and by viral
       culture.
   •   Respiratory samples for viral culture are essential for determining the
       influenza A subtypes and influenza A and B strains causing illness, and for
       surveillance of new strains that may need to be included in the next year's
       influenza vaccine.
   •   During outbreaks of influenza-like illness, viral culture also can help
       identify other causes of illness.
   •   Respiratory samples for influenza testing include nasopharyngeal or nasal
       swab, and nasal wash or aspirate, depending on which type of test is used.
   •    Samples should be collected within the first 4 days of illness. Rapid
       influenza tests provide results within 30 minutes or less; viral culture
       provides results in 3-10 days.
   •   A rapid influenza test or immunofluorescences are the tests of choice to
       help with decisions to use antiviral medications.




                                                                                 27
                                                             STUDENT HEALTH

Procedure                  Influenza    Acceptable           Time for Rapid
                           Types        Specimens            Results result
                           Detected                                   available
QuickVue Influenza         A and B      NP swab2,            < 30       Yes
Test4,8                                 nasal wash,          minutes
(Quidel)                                nasal aspirate
Immunofluorescence         A and B      NP swab2, nasal      2-4 hours No
DFA Antibody Staining                   wash, bronchial
                                        wash, nasal
                                        aspirate, sputum

When such tests are not available, the decision to use antiviral medications should
be made on clinical grounds rather than waiting for the results of viral culture.




                                                                                 28
                                                                       STUDENT HEALTH

Level 5        RECOVERY POST PANDEMIC PERIOD

The decision to reopen the campus will be made by the University
Chancellor under the advisement of the local Forsyth County Health
Department and Command Team.

Students will have been advised not to return to campus if they:
have active flu
have been exposed over the last 3 days
recovering from the flu ( within the last 3- 4 weeks)

Plans have been developed to manage patient care at levels 5
   • Routine care will be suspended if necessary by temporarily canceling non-essential
       medical visits (e.g., annual physicals).
   • Separate blocks of time for non-influenza and influenza-related patient care will be
       designated and announced via approved modes.
   • Student access to Health Link after hours UNC Nurse Triage service will continue
       to be available via phone call
   • All health center staff are essential personnel and will work shifts adjusted for 24
       hour coverage

The health Center staff will employ the following methods to identify students with flu-
like symptoms. Close collaboration with the Forsyth County Health Department will be
maintained.

   •   Signs will be strategically placed in the Health Center directing students to
       proper waiting area and to put on mask and follow cough etiquette
   •   Use phone triage to identify patients who need emergency care and those who can
       be directed to the health center or hospital facility
   •   Assign separate waiting and triage areas for persons with respiratory symptoms
   •   Assign a “triage coordinator” to manage patient flow, including deferring or
       referring patients who do not require emergency care
   •   All students returning from foreign travel in regions will be requested to
       phone into the health center should they begin to experience flu-like
       symptoms as outlined on the University’s website.

References:
1.) http://pandemicflu.gov/plan/medical.html
2.) www.hhs.gov/pandemicflu/plan
3.) www.who.int
4.) www.apic.org




                                                                                           29
                                                       STUDENT HEALTH


                              Essential Personnel
Director, Student Health Services       336 750 3300
Nursing Supervisor                      336 750 3300
Staff Nurse                             336 750 3300
Processing Assistant                    336 750 3300
Staff Nurse                             336 750 3300
Staff Nurse                             336 750 3300
Public Health Educator                  336 750 3300




                                                                        30
ACADEMIC AFFAIRS




                   31
                         ACADEMIC AFFAIRS
LEVEL 1.       PRE-PLANNING PERIOD NO HUMAN-TO-HUMAN
               TRANSMISSION (WHO PANDEMIC ALERT PHASE)
Policy for Class Dismissal: The Command Team will make the determination
to shut down the University. This message will be communicated to students and
parents immediately by Marketing and Communications Department.

Procedure to Ensure Continuity of Instruction:
   1. The Provost will ensure an analysis and comparison of enrollment data and
      personnel needs in all academic programs.
   1. The Provost will release an administrative directive to faculty to address online-
      and correspondence-based instruction.
   1. The Provost will encourage faculty in their respective units to develop modules for
      teaching “critical” and core courses online and through other nontraditional
      formats.
   1. The Provost will have faculty update their syllabi to include online course
      tutorials.
   1. The Provost will encourage all faculty members to plan for correspondence and
      on-line instruction for courses they currently teach and for courses they are likely
      to teach in the near future.
   1. The Provost will publicize the UNC Independent Studies Consortium and
      encourage students to take advantage of WSSU’s membership in it.
   1. The Provost will activate an emergency personnel roster (of division personnel
      available for telephone support work).

Procedure for Students in Quarantine or Isolation to Take Classes and
Examinations:
   1. If outbreak occurs after the half-point of the semester/session, WSSU will ensure
      that students complete work for credit.
   1. Faculty shall work with their students toward completion of course work.
   1. Students may withdraw voluntarily and lose the balance of their tuition and fees
      for the term.
   1. If outbreak occurs prior to the half-point of the semester or session, the University
      will close.

Procedure for Students in Quarantine or Isolation to Receive Tutoring:
   1. Each department shall purchase and keep a stockpile of video and audio tapes—2
      of each per instructor per class.
   1. Each department shall verify its audio-visual equipment and ensure its potential
      for high-capacity reproduction.




                                                                                              32
                                                                       ACADEMIC AFFAIRS

Sick Leave Policy for Students Who Have Prolonged Absences After Classes Resume:
    1. Students may request sick leave following current University policy to take care of
        themselves or their affected immediate family member(s).
    1. Students will be assigned “Incompletes” for canceled courses and may complete
        and submit work by the mid-point of the following semester for credit.
    1. “Incompletes” will be granted only when the student has successfully completed
        at least 75% of the course work.
    1. After the mid-point of the following semester, the instructor shall assign a final
        course grade.
Policies Related To International Travel, Restricted-Region CDC Guidelines,
Repatriation, And Restriction From Returning.
    1. The Office of International Programs will develop a tracking system for faculty,
        students, and staff who are studying abroad.
    1. The Office of International Programs will develop International Travel Guidelines
        for all University students, faculty, staff, and administrators traveling abroad. ( to
        be completed Nov 15th)
    1. The Office of International Programs will identify secure shelters at all study
        abroad sites and develop code of conduct for residents of such shelters. (to be
        completed Nov 15th)
    1. The International experience program cancellation policy will be parallel to
        University closure policy.
    1. Student participants in WSSU-led programs may retake the canceled course(s) at
        no charge. They will be responsible for their air fare.
    1. Students will use the International Travel Registry for WSSU faculty, students, and
        staff.
    1. The Office of International Programs will communicate with external partners:
        exchange partners, study abroad host institutions, & study abroad providers.

Essential Requirements for Animals That May Need To Be Preserved During
Emergency Conditions
   1. PIs and the Director of Sponsored Programs and Research (OSPR) will identify
       essential requirements of animals that may need to be preserved during
       emergency conditions.
   1. PIs and the Director of OSPR will review or ensure the existence of contractual
       obligations with partner researchers and/or research institutions.
   1. PIs and the Director of OSPR will determine campus buildings that may remain
       open for research and essential operations.
   1. PIs and the Director of OSPR will ensure security of highly sensitive research
       laboratories.
   1. PIs and the Director of OSPR will determine which research can/may continue.
   1. PIs and the Director of OSPR will plan for maintaining security in labs.
   1. PIs and the Director of OSPR will plan for care of lab animals.
   1. PIs and the Director of OSPR will plan for specimen storage and managing
       experiments in progress.




                                                                                             33
                                                                     ACADEMIC AFFAIRS

Sick Leave Policy for Students That Have Prolonged Absences After Classes Resume:
    1. Students may request sick leave following current University policy to take care of
        themselves or their affected immediate family member(s).
    1. Students will be assigned “Incompletes” for canceled courses and may complete
        and submit work by the mid-point of the following semester for credit.
    1. “Incompletes” will be granted only when the student has successfully completed
        at least 75% of the course work.
    1. After the mid-point of the following semester, the instructor shall assign a final
        course grade.
Policies Related To International Travel, Restricted-Region CDC Guidelines,
Repatriation, And Restriction From Returning.
    1. Develop a tracking system for faculty, students, and staff who are studying
        abroad.
    1. Develop International Travel Guidelines for all University students, faculty, staff,
        and administrators traveling abroad. ( to be completed Nov 15th)
    1. Identify secure shelters at all study abroad sites and develop code of conduct for
        residents of such shelters. (to be completed Nov 15th)
    1. The International experience program cancellation policy will be parallel to
        University closure policy.
    1. Student participants in WSSU-led programs may retake the canceled course(s) at
        no charge. They will be responsible for their air fare.
    1. Students will use the International Travel Registry for WSSU faculty, students, and
        staff
    1. Communicate with universities partner, exchange partners, study abroad host
        institutions, & study abroad providers.

Essential Requirements for Animals That May Need To Be Preserved During
Emergency Conditions
   1. PIs and Director of Sponsored Programs and Research identify essential
       requirements of animals that may need to be preserved during emergency
       conditions.
   1. Review or ensure the existence of contractual obligations with partner researchers
       and/or research institutions.
   1. Determine campus buildings that may remain open for research and essential
       operations.
   1. Ensure security of highly sensitive research laboratories.
   1. Determine which research can/may continue.
   1. Plan for maintaining security in labs.
   1. Plan for care of lab animals.
   1. Plan for specimen storage and managing experiments in progress.




                                                                                           34
                                                                ACADEMIC AFFAIRS

LEVEL 2. CONFIRMED CASES OF HUMAN-TO-HUMAN TRANSMISSION
(WHO ELEVATED ALERT PHASE)
Method for Keeping Chancellor Informed About Students and/or Faculty Traveling
Internationally or Nationally
   1. The Office of the Provost shall keep a log that documents all travel to and from the
      University.
   1. The Office of the Provost will collect data from the respective units and share them
      with the Chancellor.
   1. Monthly Travel Reports from academic departments and student / faculty service
      departments.
   1. OSPR will conduct a survey of travel plans to affected regions from grant
      awardees and report findings to the Office of the Provost.
   1. Each sponsoring department will conduct a survey of guest lecturers and other
      invitees verifying disclosure of foreign travel. Each department will report
      findings to the Office of the Provost.
   1. Deans and directors will provide lists of their faculty or staff on assignment out of
      state or abroad.
   1. The Office of International Programs will provide a list of and contact information
      for out-bound students, faculty, staff, and administrators participating in
      experience abroad programs, as well as exchange students and scholars.

LEVEL 3.      SUSTAINED HUMAN-TO-HUMAN TRANSMISSION (WHO
              PANDEMIC IMMINENT)
Procedure for Ongoing Academic Services In Case Of Reduction in Work Force
   1. Monitor and report faculty and staff absenteeism to the Office of the Provost
      weekly.
   1. Adjust service levels according to reports.
   1. Implement non-traditional instruction: online, radio, television, video-recorded,
      etc.
   1. Students who cannot receive instruction via non-traditional format may retake the
      course(s) when the University reopens.
   1. Assist with relocation of students for quarantine.
   1. The University will determine the number of international students,
      visiting faculty, and out-of-sate students who cannot return home.




                                                                                          35
                                                                  ACADEMIC AFFAIRS

   1. The Provost will activate the Academic Affairs emergency personnel (staff &
      faculty) available for telephone support work.
   1. Faculty reporting to work will support radio and online course offering strategies.
   1. Web-based distance instruction
   1. E-mailed/faxed lessons & assignments
   1. Radio/television instruction
   1. Recorded instruction (video/audio)
   1. Telephone conference

Communication with Faculty and Students
1. Alert travelers within hours of first CDC warning.
1. Alert faculty, students, and staff studying or working abroad.
1. Recall WSSU students, faculty, and staff in H5N1-affected areas/regions abroad.
1. Faculty, students, and staff on WSSU programs abroad who cannot return home
   relocate to a “secure shelter.”
1. University issues a travel health warning recommending against nonessential travel
   to affected area(s).
1. Alert incoming students from H5N1-affected areas.
1. Reach incoming students for communication and health screening purposes.
1. Cancel scheduled travel to affected regions by faculty, students, and staff.
1. University-sponsored academic travel to unaffected regions may proceed, but with
   caution.
1. Recommend precautions for in-bound travelers.
1. Establish communication channels with students, faculty, and staff stationed in an
   off-campus site (domestic or international) and provide expert advisement regarding
   the emergency.

LEVEL 4.      CONFIRMED CASES IN A 500-MILE RADIUS OF FORSYTH
              COUNTY (WHO PANDEMIC PHASE)
Disclaimer that indicates classes/ programs are subject to cancellation and display in
appropriate places

PANDEMIC FLU ALERT!!




Under strict advisement by the Command Team, Forsyth County Health Department and
the UNC System Office of General Administration, WSSU reserves the right to cancel
classes or shut down all academic operations in the event of a national emergency. Due to
confirmed cases of Avian Influenza, a quarantine or evacuation of WSSU Facilities may be
imminent.




                                                                                         36
                                                                      ACADEMIC AFFAIRS

Procedures for Shutting Down

1. The University shuts down all academic operations.
1. Students and faculty relocate to a secure shelter: residence halls, area hotels,
   individual homes.
1. Identify student events where confirmed patients have attended.
1. Web-based distance instruction
1. Faxed lessons & assignments
1. Recorded instruction (video/audio)
1. Telephone instruction
1. Independent study
1. University-wide closure policy in effect

LEVEL 5.        RECOVERY POST-PANDEMIC PERIOD

 1. Faculty and staff will return two days before students to prepare for their return.
 1. The Provost will work with the Vice Chancellor for Student Affairs and the Vice
    Chancellor for Finance and Administration to ensure that respective units develop a
    readmit checklist for returning students, faculty, and staff—in tandem with the
    WSSU Health Center.
 1. The Health Services will develop a list of protocols with signs and symptoms to
    send to student and parents indicating weather or not they can return to campus.


LEVEL 2. CONFIRMED CASES OF HUMAN-TO-HUMAN TRANSMISSION
(WHO ELEVATED ALERT PHASE)
Method for Keeping Chancellor Informed About Students and/or Faculty Traveling
Internationally or Nationally
   1. The Office of the Provost shall keep a log that documents all travel to and from the
      University.
   1. The Office of the Provost will collect data from the respective units and share it
      with the Chancellor.
   1. Monthly Travel Report from academic departments and student / faculty service
      departments.
   1. OSPR conducts a survey of travel plans to affected regions from grant awardees
      and reports findings to the Office of the Provost.
   1. Each sponsoring department will conduct a survey of guest lecturers and other
      invitees verifying disclosure of foreign travel. The department reports findings to
      the Office of the Provost.
   1. Deans and directors will provide lists of their faculty or staff on assignment out of
      state or abroad.




                                                                                          37
                                                                    ACADEMIC AFFAIRS
   1. The Office of International Programs will provide a list of and contact information
      for out-bound students, faculty, staff, and administrators participating in
      experience abroad programs, as well as exchange students and scholars.

LEVEL 3       SUSTAINED HUMAN-TO-HUMAN TRANSMISSION (WHO
              PANDEMIC IMMINENT)
Procedure for Ongoing Academic Services In Case Of Reduction in Work Force
   1. Monitor and report faculty and staff absenteeism to the Office of the Provost
      weekly.
   1. Adjust service levels according to reports.
   1. Implement non-traditional instruction: online, radio, television, video-recorded,
      etc.
   1. Students who cannot receive instruction via non-traditional format may retake the
      course(s) when the University reopens.
   1. Assist with relocation of students for quarantine.
   1. The University will determine the number of international students,
      visiting faculty, and out-of-sate students who cannot return home.
   1. The Provost will activate the Academic Affairs emergency personnel (staff &
      faculty) available for telephone support work.
   1. Faculty reporting to work will support radio and online course offering strategies.
   1. Web-based distance instruction
   1. E-mailed/faxed lessons & assignments
   1. Radio/television instruction
   1. Recorded instruction (video/audio)
   1. Telephone conference

Communication with Faculty and Students
1. Alert travelers within hours of first CDC warning.
1. Alert faculty, students, and staff studying or working abroad.
1. Recall WSSU students, faculty, and staff in H5N1-affected areas/regions abroad.
1. Faculty, students, and staff on WSSU programs abroad who cannot return home
   relocate to a “secure shelter.”
1. University issues a travel health warning recommending against nonessential travel
   to affected area(s).
1. Alert incoming students from H5N1-affected areas.
1. Reach incoming students for communication and health screening purposes.
1. Cancel scheduled travel to affected regions by faculty, students, and staff.
1. University-sponsored academic travel to unaffected regions may proceed, but with
   caution.
1. Recommend precautions for in-bound travelers.
1. Establish communication channels with students, faculty, and staff stationed in an
   off-campus site (domestic or international) and provide expert advisement regarding
   the emergency.




                                                                                         38
                                                                      ACADEMIC AFFAIRS

LEVEL 4.       CONFIRMED CASES IN A 500-MILE RADIUS OF FORSYTH
               COUNTY (WHO PANDEMIC PHASE)
Disclaimer that indicates classes/ programs are subject to cancellation and display in
appropriate places

PANDEMIC FLU ALERT!!




Under strict advisement by the Command Team, Forsyth County Health Department and
the UNC System Office of General Administration, WSSU reserves the right to cancel
classes or shut down all academic operations in the event of a national emergency. Due to
confirmed cases of Avian Influenza, a quarantine or evacuation of WSSU Facilities may be
imminent.


Procedures for Shutting Down

1. The University shuts down all academic operations.
1. Students and faculty relocate to a secure shelter: residence halls, area hotels,
   individual homes.
1. Identify student events where confirmed patients have attended.
1. Web-based distance instruction
1. Faxed lessons & assignments
1. Recorded instruction (video/audio)
1. Telephone instruction
1. Independent study

University-wide closure policy in effect




                                                                                         39
                                                            ACADEMIC AFFAIRS
LEVEL 5.       RECOVERY POST-PANDEMIC PERIOD

1. Faculty and staff will return two day before students to prepare for their return.
1. The Provost will work with the Vice Chancellor for Student Affairs and the Vice
   Chancellor for Finance and Administration to ensure that respective units develop a
   readmit checklist for returning students, faculty, and staff—in tandem with the WSSU
   Health Center.
1. The Health Services will develop a list of protocols with signs and symptoms to send to
   student and parents indicating weather or not they can return to campus.




                                                                                         40
DIVISION OF STUDENT AFFAIRS AND
      ENROLLMENT SERVICES
        ADMINISTRATION




                                  41
                DIVISION OF STUDENT AFFAIRS AND ENROLLMENT SERVICES ADMINISTRATION


The goal of the Division of Student Affairs and Enrollment Services is to provide a safe
environment for our students. To that end; collaboration, coordination, and
communication are keys to achieving this goal for the campus community. Below
outlines an overview of options, opportunities, and resources that allow for maximum
flexibility in response to unique circumstances.

The Senior Leadership Team in the Division Student Affairs and Enrollment Services will:

   •   Require all staff to attend various training sessions sponsored by Student Health
       Services and the Health Education committee. The expectation is that all
       personnel is educated and prepared to respond to the concerns of our students.
   •   Inform directors when to activate their plans for each level as communicated from
       the Chancellor’s Office. Directors will be asked to follow up with their supervisor
       to communicate and document that they have activated their plan.
   •   Check daily with their directors to update the list of people in their areas who are
       out due to extraordinary illness or emergency. In order to do this, directors will
       need to communicate to their staff the need to call in and report illnesses or
       emergencies.
   •   Work in collaboration with the Student Health Services and the Health Education
       committee to provide quality programming in various ventures to educate our
       students.

The Division of Students Affairs and Enrollment Services will have a tracking system in
place for our students as described below:

   •   On-campus students will be emailed through the administrator function in the
       email system as to the procedure for leaving the residence halls. The administrator
       function will be done by the Vice Chancellor for Student Affairs and Enrollment
       Services or designee. The tracking of on-campus students will be handled by
       Housing and Residence life which is addressed in their plan.
   •   Off-campus students will be notified by email through the administrator function
       in the email system explaining the need to contact the university as to their
       location status. The administrator function will be done by the Vice Chancellor for
       Student Affairs and Enrollment Services or designee. This email will contain
       instructions for students on how they should report their location status. The
       database systems that will tract our students will be developed by the Technology
       person in the Division of Student Affairs and Enrollment Services.




                                                                                           42
              DIVISION OF STUDENT AFFAIRS AND ENROLLMENT SERVICES ADMINISTRATION
Senior Leadership Team in the Division of Student Affairs and Enrollment Services

                              C.F. Thompson Center, Suite 307
                                    (336) 750-3200 Phone
                                      (336) 750-3210 Fax

     Vice Chancellor for Student Affairs and Enrollment Services
     Associate Vice Chancellor for Student Affairs
     Assistant Vice Chancellor for Student Affairs and Administration
     Assistant Vice Chancellor for Student Affairs and Campus Life
     Assistant Vice Chancellor for Student Affairs and Enrollment Services



                         Office of Undergraduate Admissions

Preparation for a pandemic:

       Staff will be trained on protocols for the five levels of preparedness for pandemic
       phases via:

       •   Information sharing;
       •   The development, implementation, and/or termination of business practices
           commensurate with the severity of the pandemic; and
       •   Lines of communication and reporting processes.

       The Director of Undergraduate Admissions will be responsible for protecting the
       Admissions staff and other members of the WSSU on-campus community from
       the avian flu as staff come into frequent and personal contact while assisting both
       internal constituency groups and local, regional, national, and international
       external constituency groups.

LEVEL 1       PRE-PLANNING PERIOD OF NON-HUMAN TO HUMAN SPREAD
              (WHO PANDEMIC ALERT PHASE)
       Information Sharing: Undergraduate Admissions staff members will be given
       general information about the avian flu, its characteristics, how it is spread, and
       precautions/safeguards to inhibit its transmission. The University’s Pandemic Flu
       Preparedness Plan will be given to all office employees, as well as a list of




                                                                                       43
             DIVISION OF STUDENT AFFAIRS AND ENROLLMENT SERVICES ADMINISTRATION

     resources and materials to further educate them about the avian flu. A staff
     member of the University’s A. H. Ray Student Health Center will be invited to
     speak to the Undergraduate Admissions staff about all of the aforementioned
     topics associated with the avian flu in November and December 2006.

     Development, Implementation, and/or Termination of Business Practices
     Commensurate with Level One: Each Undergraduate Admissions staff member
     who manages or leads a specific task or responsibility within the office (e.g.,
     application processing; the Ram Ambassadors Tour Guide Program, open houses,
     Scholars Day; the recruitment and admission of Hispanic and Latino students, etc.)
     will develop a contingency plan for the respective task or responsibility and share
     this plan with the Undergraduate Admissions staff and Student Affairs and
     Enrollment Services senior leadership. The timeline for development of
     contingency plans is immediately.

     Lines of Communication and Reporting Processes: A communications tree will be
     created that clearly indicates the lines of communication and reporting processes
     among office staff members whether or not staff are on- or off-campus. The fact
     that the Office of Undergraduate Admissions has a Pandemic Flu Preparedness
     Plan will be communicated and reported in the University’s overall plan. The
     communications tree will be in alignment with the unit’s organizational chart,
     with the Director of Undergraduate Admissions initiating communication. The
     Command Team will issue directions to the Vice Chancellor for Student Affairs
     and Enrollment Services, which will then be distributed to the various areas.

LEVEL 2     CONFIRMED CASES OF HUMAN-TO-HUMAN TRANSMISSION
            (WHO ELEVATED ALERT PHASE)
     Information Sharing: The Director of Undergraduate Admissions and/or the
     Associate Director will become aware and knowledgeable about locales where
     human-to-human cases of avian flu have been reported or demographic areas that
     have been designated as “high risk” areas. Undergraduate Admissions staff
     members also will share information pertaining to places with confirmed cases of
     avian flu that they have secured via anecdotal or verified means.

     Development, Implementation, and/or Termination of Business Practices
     Commensurate with Level Two: Recruitment travel to locales where confirmed
     cases of human-to-human transmission of avian flu are documented will be
     suspended. Undergraduate Admissions will continue its work by enhancing and
     relying more on the WSSU internet presence, electronic (i.e., email)
     communications, telephone call campaigns, direct mail campaigns and traditional
     personalized “snail mail” correspondence.




                                                                                     44
               DIVISION OF STUDENT AFFAIRS AND ENROLLMENT SERVICES ADMINISTRATION
       Lines of Communication and Reporting Processes: It will be incumbent upon the
       Director of Undergraduate Admissions to communicate and to report all
       modifications to the recruitment travel schedule to Student Affairs and Enrollment
       Services administration, in addition to the Chancellor’s Cabinet and the entire
       University community.


LEVEL 3       SUSTAINED HUMAN-TO-HUMAN TRANSMISSION
              (WHO PANDEMIC IMMINENT PHASE)
       Information Sharing: See the narrative text for “Information Sharing” at Level 2.

       Development, Implementation, and/or Termination of Business Practices
       Commensurate with Level Two: Recruitment travel to locales where sustained
       cases of human-to-human transmission of avian flu are documented will be
       suspended. Undergraduate Admissions will continue its work by enhancing and
       relying more on the WSSU internet presence, electronic (i.e., email)
       communications, telephone call campaigns, direct mail campaigns and traditional
       personalized “snail mail” correspondence. At this phase, however, all on-campus
       recruitment activities and programs (e.g., campus tours, open houses, etc.) also
       will be suspended.

       Lines of Communication and Reporting Processes: It will be incumbent upon the
       Director of Undergraduate Admissions to communicate and to report all
       modifications to the recruitment travel schedule to Student Affairs and Enrollment
       Services administration, in addition to the Chancellor’s Cabinet and the entire
       University community. Similarly, the Director of Undergraduate Admissions will
       communicate the suspension of on-campus recruitment activities and programs
       via internal and external marketing and communications media.

       The director will report any symptoms and illness of staff to the Vice Chancellor
       for Student Affairs and Enrollment Services who will direct that individual to seek
       medical treatment. A report will be sent to the Command Team.

LEVEL 4       CONFIRMED CASES WITHIN A 500-MILE R ADIUS OF FORSYTH
              COUNTY (WHO PANDEMIC PERIOD)
The University will shut down.

       Information Sharing: See the narrative text for “Information Sharing” at Level 2.




                                                                                           45
             DIVISION OF STUDENT AFFAIRS AND ENROLLMENT SERVICES ADMINISTRATION
     Development, Implementation, and/or Termination of Business Practices
     Commensurate with Level Two: Recruitment travel to locales where sustained
     cases of human-to-human transmission of avian flu are documented will be
     suspended. Undergraduate Admissions may continue its work by enhancing and
     relying more on the WSSU internet presence, electronic (i.e., email)
     communications, telephone call campaigns; direct mail campaigns and traditional
     personalized “snail mail” correspondence. All on-campus recruitment activities
     and programs (e.g., campus tours, open houses, etc.) will be suspended.

     Lines of Communication and Reporting Processes: Undergraduate Admissions,
     with the assistance of the Communications Committee who has received
     information from the Command Team, will inform all school districts, high
     schools, community colleges, area four year colleges and universities, and
     prospective students that services will be continued through electronics. The
     Director of Undergraduate Admissions will keep staff members abreast of the
     situation.


LEVEL 5     RECOVERY AND POST PANDEMIC PERIOD
     The Director of Undergraduate Admissions will embark upon the “Recovery and
     Post Pandemic Period” only after the “go ahead” has been granted by the
     Command Team. More than likely, services will be provided on a very limited
     basis initially due to having experienced the Level 4 phase and its repercussions.

     Information Sharing: Undergraduate Admissions staff, internal constituency
     groups and external constituency groups will be notified of the “Recovery Period”.
     This will be achieved through multiple media, but primarily via personal
     communication and integrated marketing and media relations avenues.

     Development, Implementation, and/or Termination of Business Practices
     Commensurate with Level Two: The Office of Undergraduate Admissions will
     resume work responsibilities in as normal of a state as possible keeping in mind
     that not all tasks and services performed in and by the office may be “recovered”
     simultaneously or concurrently.

     The director will report any symptoms and illness of staff to the Vice Chancellor
     for Student Affairs and Enrollment Services who will direct that individual to seek
     medical treatment. A report will be sent to the Command Team.




                                                                                       46
               DIVISION OF STUDENT AFFAIRS AND ENROLLMENT SERVICES ADMINISTRATION
In the event of a major outbreak of human infection, travel restrictions are likely. The
CDC maintains a Traveler’s Health Web site that includes information on health related
recommendations        for    travel   destinations     around        the   world     at
http://www.cdc.gov/travel/destinat.htm.

Additionally, the CDC provides guidelines for airlines and cruise ships arriving from
areas with avian influenza or carrying passengers suspected of being infected with avian
influenza at http://www.cdc.gov/travel/cruiships.htm.


                             List of Employees for Emergency
Director (on call)                            (336) 750-2250 Work
                                              (336) 765-4420 Home
                                              (210) 386-6305 Mobile
Associate Director                            (336) 750-2256 Work
One Assistant Director                        (336) 750-2070 Work
One Technology Support Analyst                (336) 750-2070 Work
One Data Entry Operator/Clerk                 (336) 750-2070 Work
Receptionist or Office Manager                (336) 750-2010 Work
Remaining staff (work from home)              Varies

                         University Counseling Center

LEVEL 1         PRE PLANNING PERIOD NON HUMAN TO HUMAN SPREAD
                (WHO PANDEMIC ALERT PHASE)
Policy for Programming Information To Students In and Outside The Classroom: The
University Counseling Center will send an e-mail to all students regarding counseling
services during each level. Students will have the opportunity to e-mail or call the
University Counseling Center for assistance. The University Counseling Center will
provide presentations to classrooms and individual consultation services to students,
faculty and staff. Also, the University Counseling Center staff will monitor worldwide
status of potential cases of Flu report findings to the Command Team and distribute
counseling services emergency information as needed. The Command Team will send
an advisory about the imminence of a pandemic.

Operating Policy for Staff working in the University Counseling Center Office/Onsite:
Staff in the University Counseling Center will receive training and announcements
regarding preparation for Pandemic Flu Alert Phases. All staff will meet on a monthly
basis to discuss and review Campus-wide Pandemic Flu Plans. The University
Counseling Center staff and other support staff for counseling services will work with
other units in Student Affairs and other units around the University.




                                                                                           47
               DIVISION OF STUDENT AFFAIRS AND ENROLLMENT SERVICES ADMINISTRATION
LEVEL 2        CONFIRMED CASES OF HUMAN TO HUMAN TRANSMISSION
                (WHO ELEVATED ALERT PHASE)
LEVEL 3        SUSTAINED HUMAN TO HUMAN TRANSMISSION
               (WHO PANDEMIC IMMINENT PHASE)
Policy Regarding Transporting (Students and/or Staff)/Mobile Operations: The
University Counseling Center will assist in the planning for mobile operations. The
University Counseling Center will provide information and counseling during High Alert
Stage to faculty, staff and students.

Policy on Communications (Types). The University Counseling Center will be available
to communicate with Students, Faculty and Staff parents by telephone and e-mail. The
University Counseling Center will provide counseling services by e-mail and telephone.
The University Counseling Center will work with other units of the University to provide
immediate services to students (determine technology options), faculty and staff.

Policy To Provide Individual and Group Counseling Services To Students And Staff
The University Counseling Center will work with Housing and Residence Life to provide
counseling Service to all residential students. The University Counseling Center will
work with the Vice of Student Affairs and Enrollment Chancellor’s Office regarding
services to Off-Campus students.
The director will report any symptoms and illness of staff to the Vice
Chancellor of Student Affairs who will direct that individual to seek
medical treatment. A report will be sent to the Command Team.

LEVEL 4        CONFIRMED CASES IN 500-MILE RADIUS OF FORSYTH
               COUNTY (WHO PANDEMIC PERIOD)
The University will shut down in this level. The counseling center will be on call if
needed in this period. Some services will be provided by electronics. If deaths occur on
campus the cancelling center staff will be prepared to come to campus.

LEVEL 5 RECOVERY POST PANDEMIC PERIOD
Policy on Individual and Group Services – Counseling & Consultations
The University Counseling Center will provide services to all students by telephone and
e-mail and in person. Students, faculty and staff can consult with the University
Counseling Center for individual and group needs.




                                                                                           48
                 DIVISION OF STUDENT AFFAIRS AND ENROLLMENT SERVICES ADMINISTRATION
Policy on Community Resource Use
The University Counseling Center will consult with community agencies for staff support.
The University Counseling Center will contract and partner with community agencies as
needed and based on available university resources. Talk more about the contract. Where
will these individuals come from, pay, liabilities in both directions, university and the
contractor,

The director will report any symptoms and illness of staff to the Vice Chancellor of
Student Affairs who will direct that individual to seek medical treatment. A report will
be sent to the Command Team.

NOTE: I, [Dr. Deborah Fountain] will update this document as the university committee
moves through the planning process.



                                  Emergency Personnel
Dr. Deborah Fountain (on call)              Director, University Counseling Center
Mr. Timothy Pittman (on call)               University Counselor
Ms. Phyllis N. Smith (on call)              University Counselor




                                                                                           49
                DIVISION OF STUDENT AFFAIRS AND ENROLLMENT SERVICES ADMINISTRATION

                          OFFICE OF FINANCIAL AID
                   AVIAN PANDEMIC FLU PREPAREDNESS PLAN

Preparation Prior to Avian Flu Outbreak:
The Financial Aid staff will be informed of the different levels of preparedness as
prescribed by the World Health Organization (WHO) through the following:

   •   Provide general information regarding the contraction and spread of the illness
   •   Development and distribution of a business contingency plan based on severity
       has this been developed and how will it relate to the overall plan?
   •   Maintain an emergency contact list and reporting process


The Director of Financial Aid shall be the individual responsible for the implementation
of this plan. The Director shall also seek to ensure the health and welfare of the staff and
the institution as contact is made with populations that may have been effected.


LEVEL 1        PRE-PLANNING PERIOD, NON-HUMAN TO HUMAN SPREAD
               (WHO PANDEMIC ALERT PHASE)
General information about the origination, contraction and spread of Avian Flu will
provided to all staff members. The staff will be encouraged to seek additional information
if desired. The university Health Center or the Educational Committee will be asked to
give an information seminar to staff.

All operational areas will develop a contingency plan to ensure that all required tasks will
be accomplished in the absence of staff. This will be disseminated to all FA staff meetings,
as well as Enrollment Services and Student Affairs meetings.

An emergency contact list will be maintained and distributed to all staff showing the
proper management team member to report to if there is an increase in warning level.




                                                                                               50
                DIVISION OF STUDENT AFFAIRS AND ENROLLMENT SERVICES ADMINISTRATION
LEVEL 2        CONFIRMED CASE OF HUMAN-TO-HUMAN TRANSMISSION
               (WHO ELEVATED ALERT PHASE)
The Director and management team will report any changes or developments to the
Command Team which will direct the University through written communications. The
Director, through news services will stay abreast of any locales where there has been a
confirmed case of human-to-human transmission. Staff will be alerted to avoid such
destinations and seek any necessary medical consultation/treatment if contact with an
effected area has occurred.

Any activities scheduled to take place in effected areas will be postponed until such time
that the WHO/CDC or the local Public Health Department has confirmed that the threat
has passed and the Command Team declares the emergency to be over on campus.
Financial Aid will continue to provide services to these areas through other available
means, including phone/fax, internet and regular mail service.

The Director will be responsible for scheduling modifications to ensure the continuous
operation of the area. Information about alterations will be distributed to staff as soon as
possible as needed.


LEVEL 3        SUSTAINED HUMAN-TO-HUMAN TRANSMISSIONS
               (WHO PANDEMIC IMMINENT PHASE)
The Director and management team will take directions from the Command Team and
stay abreast of any locales where there has been a confirmed case of human-to-human
transmission. Staff will be alerted to avoid such destinations and seek any necessary
medical consultation/treatment if contact with an effected area has occurred.

Staff will be prohibited from conducting any institutional activities in confirmed effected
areas. These areas will be serviced by electronic means to avoid staff exposure during
approved university business.

The Director will report all changes to scheduled activities to the appropriated university
officials and community leaders to avoid any miscommunication and maintain a positive
relationship with the effected areas.

The Director will report any symptoms and illness of staff to the Vice Chancellor of
Student Affairs who will direct that individual to seek medical treatment. A report will
be sent to the Command Team.




                                                                                               51
                DIVISION OF STUDENT AFFAIRS AND ENROLLMENT SERVICES ADMINISTRATION
LEVEL 4        CONFIRMED CASES WITHIN A 500-MILE RADIUS OF FORSYTH
               COUNTY (WHO PANDEMIC PERIOD)
The Director and management team will consult the Command Team and news services
for information on local areas of confirmed cases of human-to-human transmission.

The University will close down at level four. Staff will be prohibited from conducting any
institutional activities outside emails, telephone, and internet. All students will be
serviced by electronic means and through telephone and internet contacts. The Director
will follow the directions from the Command Team. Direct person-to-person contact will
be discontinued until such time the Command Team confirms the threat has passed.

The Director with the assistance of the University officials and media relations will keep
the VC of Accademic Affairs and all effected constituencies informed of drastic changes to
financial aid operations. The financial aid staff will remain on an emergency list. They
will be called if problem occur with the financial aid department. The director will report
any symptoms and illness of staff to the Vice Chancellor of Student Affairs who will direct
that individual to seek medical treatment. A report will be sent to the Command Team.

LEVEL 5        RECOVERY AND POST PANDEMIC PERIOD
The Director will lead a recovery effort after the Command Team has given the all clear
directive and personnel and students may to return to normal activities. The Director will
notify service areas that regular activities will resume at the time designated by the
Command Team. Staff will contact all effected individuals to ensure that service needs
had been adequately addressed and resolve any issues that might arisen during the
period of curtailed services.

The staff needed to conduct the regular business of the area include: the Director or
Associate Director; one financial aid counselor; one information systems technician; and
one data entry/administrative assistant.

The director will report any symptoms and illness of staff to the Vice Chancellor of
Student Affairs who will direct that individual to seek medical treatment. A report will
be sent to the Command Team.
Emergency Personnel
Director of Financial Aid              (336) 750-3280
Financial Aid Counselors               (336) 750-3280




                                                                                             52
               DIVISION OF STUDENT AFFAIRS AND ENROLLMENT SERVICES ADMINISTRATION
                         OFFICE OF STUDENT ACTIVITIES
                 AVIAN PANDEMIC FLU PREPAREDNESS PLAN
Office of Student Activities will coordinate with Housing and Residence Life to provide
transportation at level three.

LEVEL 1       PRE-PLANNING PERIOD OF NON-HUMAN TO HUMAN SPREAD
              (WORLD HEALTH ORGANIZATION PANDEMIC ALERT PHASE)
   •   Inform all student organizations of Pandemic Flu symptoms as well as preventive
       measures through the website, Student Health Services or the Education
       Committee.
   •   Inform students that the methods of communication will be email and or phone
       calls.
   •   Locate drop off points in the major cities in North Carolina such as Raleigh,
       Durham, Charlotte, and Greensboro based on the demographics of the campus
       population (The University has a relationship with Holiday Tours 378-0117 to take
       the students home).
   •   Work with local contacts such as the Winston Salem Transit Authority to identify
       local resources.
   •   Transportation (Tina Carson Wilson, Director of Marketing at the Winston Salem
       transit Authority 748-3243)
   •    Identify use of on campus transportation: Ram Express, Shuttle, Vans etc.


LEVEL 2       CONFIRMED CASES OF HUMAN TO HUMAN TRANSMISSION
              (WORLD HEALTH ORGANIZATION ELEVATED ALERT PHASE)
   •   Reiterate information to all student organizations of Pandemic Flu symptoms as
       well as preventive measures Please say how.
   •   Inform students about procedures for closing and cancellation of events or
       activities.
   •   Notifications to all students regarding the transportation options will be sent
       through the mail.
   •   Written correspondence to the campus community regarding optional routes,
       drop off locations, and transportation services.
   •   E-mails identifying transportation routes, drop off locations and various services.




                                                                                             53
              DIVISION OF STUDENT AFFAIRS AND ENROLLMENT SERVICES ADMINISTRATION
LEVEL 3      SUSTAINED HUMAN TO HUMAN TRANSMISSION
             (WORLD HEALTH ORGANIZATION PANDEMIC IMMINENT
             PHASE)
  •   Reiterate information to all student organizations of Pandemic Flu symptoms as
      well as preventive measures Please say how.
  •   Inform students about procedures for closing and cancellation of events or
      activities.
  •   Notifications to all students regarding the transportation options sent through
      email.
  •   Written correspondence to the campus community regarding optional routes,
      drop off locations, and transportation services.
  •   E-mails identifying transportation routes, drop off locations and various services.


LEVEL 4      CONFIRMED CASES IN 500-MILE RADIUS OF FORSYTH
             COUNTY (WORLD HEALTH ORGANIZATION PANDEMIC
             PERIOD)
  •   Indicate that all student activities are cancelled and by all methods available.
  •   Will provide bus and train schedules.
  •   Will provide airport shuttle (on campus shuttle)
  •   Will provide transportation off campus using the following services on campus
      transportation, Holiday Tours, Winston Salem Transit Authority.

LEVEL 5      RECOVERIES POST-PANDEMIC PERIOD
      •   Resume activities upon directive from Command Team




                                                                                            54
COMMUNICATIONS PLAN




                      55
                                                              COMMUNICATIONS PLAN

In the event of an outbreak of Avian (bird) flu within a 500-mile radius of Forsyth
County or an imminent threat as in Level 3, the following communications plan
will become effective immediately:

WSSU Crisis Communications Plan Outline
The major planning goals of the Winston Salem State Pandemic Flu Plan are: life
safety, protection of property, continuation of academic activities, preservation of
financial stability, protection of research/learning labs.
In the event of a major crisis on campus, it is essential that an effective
communications plan be put into effect to disseminate timely, accurate
information and to ensure that inquiries are channeled to appropriate sources.
The University's Communication Policy is based on the following principles:
   1. A strong concern for the safety and welfare of students, faculty, and staff;
   1. The need to respond quickly as events unfold;
    1. The need for effective, accurate, and consistent communication through the
            news media and through other means to present a clear and consistent
                       message of the University's response to the crisis at hand.




                                                                                     56
                                                            COMMUNICATIONS PLAN

LEVEL 1. PRE-PLANNING PERIOD NON HUMAN-TO-HUMAN SPREAD
(WHO PANDEMIC ALERT PHASE)

Procedures
 I.   In the event of a crisis involving the Avian flu pandemic or an outbreak on
      campus or within 500 miles of Forsyth County the Office of Public Safety
      and Police and the Dept. of Health Services are responsible for providing
      security and for notifying the Command Team. Directives will be sent to
      the entire campus by written notice. The Chancellor will seek advise from
      the Public Health Department, and the Command Team. The Office of
      Public Safety & Police and Health Services will update and inform the
      WSSU Command Team which is headed by the Chancellor.
       A.    During normal weekday work hours or after hours, The Chancellor
             from advice from the Health Department and the Command Team
             which includes the AVC for Marketing and Communications will
             activate appropriate notification to the Emergency Key Personnel list
             via the University’s 3N Emergency Notification System; follow-up
             communications will be advised via phone, mobile phone, pager,
             wireless devices, text messages or e-mail notifications for next steps
             and activation of an Emergency Communications Plan as needed.
       A.    In case of an after hours or weekend emergency, Dept. of Health
             Services, Student Affairs, Public Safety & Police should use the 3N
             Emergency Notification system to contact the Command Team
             members.
 I.   In those instances, such as the occurrence of a major outbreak of the Avian
      (bird flu) on campus, where it is necessary to coordinate the release of
      information to the news media, the Director of Marketing &
      Communications will operate within the guidelines of the University's
      Press Policy. In case of a major health hazard or emergency on campus, the
      Office of Marketing & Communications will assign staff members to
      accompany and assist members of the news media, as needed, while they
      are on campus. In case of a major crisis, the University's Home Page on the
      World Wide Web will provide a "hot link" to a special Web page (Avian flu
      “dark site”) designed to provide updated information concerning the crisis.
      The content of the aforementioned special Web page will be the
      responsibility of marketing and communications staff.

                                                                                   57
                                                                       COMMUNICATIONS PLAN

 I.      Information Technology Services (back-up hosted by Jackson Group
         Interactive -- http://www.jginteractive.com/wssusite/).
 I.      Arrangements for the special Web page will be made well ahead of time
         with the University Web Oversight committee and the University Web
         Policy committee as part of the pre-crisis planning.
 I.      Additional notification, communications, and operations decisions will be
         made in accordance with the 3N Emergency Notification and Emergency
         Contact Matrix.


Guidelines

The WSSU office of Marketing & Communications bears primary responsibility for
maintaining and safeguarding the University's public image. All media inquiries
during an emergency shall be directed to the office of Marketing & Communications
at (336) 750-2150, which shall adhere to these policies:

      1. To be an authoritative, reliable source of accurate information for news agencies
         and the public.
      2. In an emergency, to issue the university's first news release within one hour after
         being notified of the emergency and provide periodic updates to news agencies.
      3. Coordinate and manage media briefings. The Chancellor of
         Winston-Salem State University or a designee from the Communications
         Committee will brief the news media early in the emergency, stating what is
         being done to address the pandemic (and if appropriate, prevent further
         transmission and/or reoccurrence).
      4. To distribute all information to employees and campus community
         constituents at the same time it is released to the public.




                                                                                         58
                                                             COMMUNICATIONS PLAN

Sub-plans

   •   Identify and train essential personnel; practice and drill procedures for
       internal and external communications
   •   Establish a website and maintain accurate information on “dark site” prior
       to activation
   •   Produce public service announcements and implement “education and
       awareness” campaign; ensure that all communications are culturally and
       linguistically appropriate
   •   Develop a procedure for establishing a Communications/Media Relations
       center which includes coordinating press releases and managing news
       teams and interviews
   •   Develop a plan for recalling essential staff after-hours at all levels of the
       plan
   •   Establish various communication strategies for emergencies associated with
       overwhelmed or unavailable telecommunications systems

Supplies     n/a

Essential Personnel


WSSU Avian Flu - COMMUNICATIONS COMMITTEE

Contact                          Phone                     E-mail

WSSU Mktg. & Comm.               336-750-2150
Dr. Glen Holmes                  336-750-3044              holmesg@wssu.edu
William Patterson                336-750-3148              pattersonw@wssu.edu
Rudy Anderson                    336-750-3153              andersonr@wssu.edu
V.K. Fields (PR Firm)            336-362-9668              valerie@vkfields.com
Thomas Brown                     336-750-2066              browntw@wssu.edu
Aaron Singleton                  336-750-3152              singletona@wssu.edu

Departments/Offices/Firms Represented:
    Information technology and Information Resources

    Office of Marketing and Communications

    Public Relations Firm




                                                                                 59
                                                 COMMUNICATIONS PLAN

LEVEL 2. CONFIRMED CASES OF HUMAN-TO-HUMAN TRANSMISSION
(WHO ELEVATED ALERT PHASE)


Procedures   Normal operating procedures

Guidelines   Normal operating guidelines

Sub-plans    n/a

Supplies     n/a

Essential Personnel On-call

WSSU Avian Flu - COMMUNICATIONS COMMITTEE

Contact                          Phone          E-mail

WSSU Mktg. & Comm.               336-750-2150
Dr. Glen Holmes                  336-750-3044   holmesg@wssu.edu
William Patterson                336-750-3148   pattersonw@wssu.edu
Rudy Anderson                    336-750-3153   andersonr@wssu.edu
V.K. Fields (PR Firm)            336-362-9668   valerie@vkfields.com
Thomas Brown                     336-750-2066   browntw@wssu.edu
Aaron Singleton                  336-750-3152   singletona@wssu.edu

Departments/Offices/Firms Represented:
    Information technology and Information Resources

    Office of Marketing and Communications

    Public Relations Firm




                                                                  60
                                                            COMMUNICATIONS PLAN

LEVEL 3.     SUSTAINED HUMAN-TO-HUMAN TRANSMISSION (WHO
             PANDEMIC IMMINENT PHASE)

Procedures   Elevated alert; normal operating procedures

Guidelines   Elevated alert; normal operating guidelines

Sub-plans    n/a

Supplies     Confirm that emergency kits are accessible and in place

Essential Personnel On-call

WSSU Avian Flu - COMMUNICATIONS COMMITTEE

Contact                         Phone                      E-mail

WSSU Mktg. & Comm.              336-750-2150
Dr. Glen Holmes                 336-750-3044               holmesg@wssu.edu
William Patterson               336-750-3148               pattersonw@wssu.edu
Rudy Anderson                   336-750-3153               andersonr@wssu.edu
V.K. Fields (PR Firm)           336-362-9668               valerie@vkfields.com
Thomas Brown                    336-750-2066               browntw@wssu.edu
Aaron Singleton                 336-750-3152               singletona@wssu.edu

Departments/Offices/Firms Represented:
    Information technology and Information Resources

    Office of Marketing and Communications

    Public Relations Firm




                                                                             61
                                                                   COMMUNICATIONS PLAN

LEVEL 4.       CONFIRMED CASES IN 500-MILE RADIUS OF FORSYTH
               COUNTY (WHO PANDEMIC PERIOD)
Procedures

Immediate Action Steps
o Alert Spokesperson/people
o Identify Stakeholders
   • University Administration
   • Media
   • Alumni
   • Regents/Governors
   • Government (local, state, federal)
   • Local emergency services agencies (fire department, police department, hospitals, EMS,
      Red Cross, United Way, etc.)
   • Students
   • Faculty
   • Staff
o Notify and Assemble Crisis Communication Team
   • Gather and distribute facts
   • Assign specific tasks
   • Launch the crisis Web Site
     (also referred to as the University’s Avian flu “dark site”)
o Communicate Facts to Stakeholders
   • Assess situation (identify who, what, when, where, why and how)
   • Restore order and confidence
   • Set media briefings at regular intervals
o Address Media with Initial Statement
   • Distribute Key Information (concerning crisis)
   • Respond to Media Inquiries a Monitor News Coverage (radio, television, print, web
      sites, bloggers)

Guidelines

o   Limit Spokespeople
o   Create Work Schedule for Emergency Communications Center
o   Conduct Media Briefings
o   Prioritize Interviews
o   Update Web site with all new information
o   Continue to monitor News Coverage
o   Determine need for a communications vehicle (Communications Command Center) and
    ascertain availability




                                                                                         62
                                                                                  COMMUNICATIONS PLAN

Activities:
    • Organize a public relations response and issue an initial statement, when possible,
          within 60 minutes of the event. Otherwise, prepare a statement for use upon media
          inquiry.
    • Notify others of the emergency and continue monitoring wires, TV and radio news,
          web sites, etc.
    • Monitor the Internet for references to or discussions of the crisis.
     • Discuss and evaluate the situation to ensure our response is neither inadequate nor
          excessive: Is the situation a local emergency; a Regional; A National; the level of
          response should match the level of the emergency.
     • Create a web site linked to the university's home web page; publicize URL via TV &
          radio, and print.

Media Communications

Address the media publicly only when new information is available and provide only facts that have been
verified. If incorrect information is broadcast, provide correct information as soon as possible, first to the
actual reporting agency and then to Associated Press or other wire services reporting the crisis.

     • Limit the number of spokespeople to ensure the team is speaking with "one voice."
     • Prepare first news release or response statement for use upon inquiry
                Include only confirmed facts
                Position WSSU as responsible and responsive to situation
                Activate holding statement for media calls
     • Begin compiling background information relevant to the event
     • Secure news release or statement approvals
     • Coordinate media briefing set-up, if needed
     • Conduct a media briefing
     • Provide periodic updates and/or interviews with media
     • Respond to incoming media inquiries in priority order as follows:
                Local broadcast (including campus)
                Local print (including campus)
                Wire services & state news agencies
                National news agencies




                                                                                                                 63
                                                                   COMMUNICATIONS PLAN

Sub-plans

         Employee Communications

        Provide news releases or statements to: WSSU Office of Marketing &
        Communications; (336) 750-2150 phone and (336) 750-3150 fax
        Primary Contacts: (see Essential Personnel charts)
        Bill Patterson, Chief Marketing and Communications Officer
        Aaron Singleton, News and Media Relations
        Rudy Anderson, Internal Communications and Public Affairs
        Web Communications Team – Tony Brown, Interim Project Manager
        V.K. Fields & Co. Public Relations Firm – (919) 829-5951 or www.vkfields.com

         Website Communications

        Provide news releases or statements to WSSU Office of Marketing &
        Communications; (336) 750-2150 phone and (336) 750-3150 fax
        Primary Contacts:
        Bill Patterson, Chief Marketing and Communications Officer
        Aaron Singleton, News and Media Relations
        Rudy Anderson, Internal Communications and Public Affairs
        Web Communications Team – Tony Brown, Interim Project Manager
        V.K. Fields & Co. Public Relations Firm – (919) 829-5951 or www.vkfields.com
        Dietra Dula, Jackson Group Interactive

         Student Communications

         Provide news releases or statements to:

         WSSU News Argus (newspaper); WSNC 90.5 FM (radio); Channel 19 (Ram
         TV)



Administrative Activities

    •    Answer phones and complete media inquiry log sheets
    •    Contact video monitoring vendor to arrange tapes or transcripts of coverage
    •    Distribute news releases
    •    Monitor NewsEdge, PR Newswire, eWatch; document relevant information
    •    Provide key information to chief spokesperson
    •    Monitor news coverage (TV, wires, radio and Internet) for accuracy
    •    Report inaccuracies to Office of Marketing & Communications




                                                                                       64
                                                                                COMMUNICATIONS PLAN

Media Briefing

 Guidelines for deciding whether to have a media briefing: Media briefings are an effective and efficient
 way to give one set of answers to many questions and many reporters at one time; a briefing also
 conveys openness and accountability. In general, you should consider holding a briefing only
 when:

     1. There has been a loss of life, serious injuries or significant property damage
     2. There has been significant inconvenience to or endangerment of the public,
         employees, etc.
     3. There are damaging accusations or questions about the institution's integrity, workplace,
         practices, or citizenship, especially with respect to responding to the crisis situation.
     4. The situation depends on in-person response
     5. The designated spokesperson has the skills and demeanor to conduct a briefing. You may
         conduct the media briefing in person, by television or by telephone conference call. A
         briefing should include new information about the situation as well as key messages.

Briefing                             Location                           Contact
In person                            Primary: (insert location)         (Name, phone to reserve
                                     Alternate: insert location)        primary, alternate)
Satellite television media                                              (Vendor and phone number)
conference
Telephone Conference                 (Insert a designated conference (Vendor and phone number)
                                     room or office) (Insert
                                     information on obtaining
                                     speakerphone, if necessary)




Conducting a Media Briefing

            A Communication Committee member should open the briefing and:

            1. Bring the room or conference call to order
            2.   Give the speaker's name, spelling and title
            3.   Set any ground rules (length of briefing, time for Q&A, etc.)
            4.   Give TV crews time to prepare (ask if everyone is ready and wait for them)
            5.   Introduce the speaker
            6.   Supervise the briefing, and bring it to a close

      The spokesperson should begin with a prepared statement containing key messages.




                                                                                                            65
                                                                          COMMUNICATIONS PLAN

    The Media Briefing Facility for in-person briefings should be equipped with:

    1.   Lectern and one microphone with multi-box for TV and radio microphone
    2.   TV lighting
    3.   Table and chairs arranged classroom style
    4.   Riser for television cameras
    5.   Electrical outlets for cameras and computers
    6.   Telephones
    7.   Neutral background curtain behind the lectern
    8.   Snacks and beverages
    9.   Restroom facilities should be available near-by

                A typical media briefing room arrangement follows:


Media Briefing Room

    •    Room should be located so that TV crews can run cable to vans and trucks in a parking area, if possible
    •    No signage or logos should be displayed
    •    Tables allow the media to use portable computers easily
    •    The speaker should be able to exit the room without walking by or among the media. If there is only one
         door, place the lectern at that end of the room.

                  ~Provide a copy of this diagram to whoever is responsible for arranging the room.~

Media Briefing Facility

Use a nearby facility for media briefings.
Hotel criteria:
Have experience in meeting audio-visual demands.
    1. Can provide parking for TV vans
   2. Can cater the briefing
   3. Have 24 hour a day, seven days a week access
   4. Present no security or safety issues

In addition, in certain crises, you may not have access to our regular facilities. Therefore, our media briefing facility
should be big enough to accommodate at least 25 people plus cameras, tripods, laptops, chairs and tables; it is better
that the room be too large than too small. It should be equipped with:

    1.   A lectern on a riser
    2.   One microphone with multi-box for TV and radio microphones, TV lighting
    3.   Tables and chairs arranged classroom style
    4.   A riser for television cameras
    5.   Electrical outlets for cameras and computers




                                                                                                   66
                                                                         COMMUNICATIONS PLAN

    6. Neutral background curtain behind the lectern
    7. Portable toilet(s) should be located at a nearby location

It is preferable to have two entrances to the briefing room. If there is only one, you should arrange the room so the
spokesperson can leave the room without having to pass by or walk among the news media. Although you may
wish to speak with reporters and respond to additional questions, you also should have the option of a clear
departure.

You may want to use an auditorium or convert a conference room; dining room or part of a cafeteria to use as a
media-briefing center.

Depending on the location for media briefings, you may need to arrange for any necessary security or off-hours
media access. You also need a back-up location in the event this first-choice site is not accessible. Parking
accommodations also need to be considered.

Include the primary and alternate locations and contact names and phones numbers in the emergency checklist.

                                               Media Holding Statement

Until a formal news release or response statement can be prepared, you may want to use a holding statement to
respond to inquiry from the media or other callers.




I'm sorry I don't have any additional information to give to you at this time. Thank
you for calling.




                                                                                                  67
                                                                COMMUNICATIONS PLAN

Check List for Evaluating Message Components:

1. Expression of empathy:


2. Clarifying confirmed facts/Call for Action:




3. What you don't know:


4. Process to get answers:


5. Statement of commitment:


6. Referrals:


 For more information:____________________________________________

 Next scheduled update_______________________________________


 Finally, check your message for the following:




                                                                                 68
                                                                                  COMMUNICATIONS PLAN

Supplies

Emergency/Emergency Kit: These kits should be stored in a secure location that communication staff
members may access with minimal difficulty. A minimum of one kit will be located at the WSSU
Office of Marketing & Communications. One person should designated the responsibility of
taking inventory at the start of each semester, making any necessary replacements and/or updates
(update this manual, insert new batteries, ensure contact lists still have correct information, appropriate
identification tags are there, etc).

Items to include in the kit:
                Multiple copies of this manual
                Pens/pencils
                 Pads of paper
                 Clipboards
                 Flashlights/Batteries
                 Media contact information - hard copy/ies and on diskette
                 All contact information
                 Identification tags, security entrance approvals
                 Campus maps
                 Small collection of toiletries
                 University fact sheet, background information
                 Inventory of kit contents

Identify source(s) of university cell phones and two-way radios.

At the outset of an emergency event, make copies of the following information/documents and
retain original for future use:
         1. University background information (25 copies)
         2. Directional signs to news briefing (5 copies of each)
         3. News media sign in sheets (25 copies)
         4. Media inquiry log sheets (200 copies)
         5. News release approval forms (50 copies)
         6. Situation report (25 copies)


        Addn’l Supplies and Plans to Secure

             •   Order additional telephone lines and/or toll-free number, if necessary.
             •   Contact back-up/alternate members of the Crisis Communication Team; advise them of
                 situation, provide information known, and request they be on stand-by.
             •   Continue media and internet monitoring with NewsEdge, eWatch, dejanews.com etc.
             •   Order additional cell phones, if needed
                  Contact _______ (name) at ________ (cell phone provider)
                  Phone number: ______________
             •   FAX news release(s) to AP Fax #: (919-783-9184 -- Raleigh regional)



                                                                                                          69
                                                                                 COMMUNICATIONS PLAN

            •    Send news release(s) to PR Newswire or Business Wire or Bacon’s
            •    Send news release(s) by broadcast FAX to other key media (Insert appropriate contact
                 information)
            •    Arrange telephone conference call services with _________ (Insert appropriate
                 contact information)
            •    Reserve the media briefing facility (Provide room diagram)
            •    Prepare and issue briefing advisory
            •    Arrange audio/video documentation of briefing (Insert appropriate contact
            •    information)
            •    Assemble media kits for reporters
            •    Compile telephone log sheets; drafts and final versions of news releases and advisories
                 in a file
            •    Order food and beverage for CC personnel, if warranted. (Insert appropriate contact
                 information)
            •    Advise security of any special access or control needs.
            •    Provide news releases or statements to specialty established call centers, if any.


Establish contact with public relations offices for other emergency participants, as warranted:

    •   Hospital(s)
    •   Law enforcement Agencies
    •   Fire/EMS
    •   Other government agencies, regulators
    •   Others:




                                                                                                           70
                                                                   COMMUNICATIONS PLAN

                           NEWS MEDIA BRIEFING SIGN- IN

USE: Remove and make multiple copies; return blank original to Manual

Date:_____ Time:______ Location:____________ By:________________

NAME                              AFFILIATION            PHONE/FAX NUMBER/E-MAIL




                                                                                    71
                                                                     COMMUNICATIONS PLAN

                                   MEDIA INQUIRY REPORT

USE: Remove and make multiple copies of this form; return blank original to Manual. Submit
completed forms to:

Date: _________ Time: _______ Taken By:__________________ Call Received From:

Name _______________________ News Agency

Location:______________ Phone:___________ FAX:

e-mail:______________________________________________          Deadline_________________


Message:




Call returned by:_______________                        Date: _______ Time:___________

Priority:
            _Local (headquarters, site)
            _Wire service/State
            _National broadcast, newspaper, magazine

   FORUM
       _Employee Base (campus Update and Faculty focus)
       _International media
       __Other: ________________________

Notes:




                                                                                             72
                                                                         COMMUNICATIONS PLAN

WSSU BACKGROUND INFORMATION

Recommended background information to release to the media:

    1. A brief history of the institution: employment, enrollment, etc.
    2. Operating information that illustrates longer-term, normal operations
    3. What the institution is doing to help families and survivors
    4. Shelter locations and other important information of general use to the public and
        media
    5. Avian (bird) flu overview or summary fact sheet

In addition, you will want to have other information to use as needed:

    1.   Emergency Preparedness Plan and Crisis Communications Plan
    2.   Past incidents similar in nature either at the institution or elsewhere
    3.   Key phone numbers and other media contact information that may be useful
    4.   Portions of relevant Emergency Plans for faculty, staff, and students
    5.   Maps of the campus
    6.   Extra Communications Plan copies




                                                                                            73
                                                                               COMMUNICATIONS PLAN

Essential Personnel

Communication Team – Roles & Responsibilities

   1. Receives all current information approved for release
   2. Provides all approved and confirmed information to the media at the site
   3. Coordinates information activities with other public relations personnel (fire, police, health
       department, etc.) at the site
   4. Provides information to other Communicators at ICP, EOC on events taking place at the site, and
       the tone and nature of media questioning
   5. Collects information released by others
   6. Maintains contact with PIOs
   7. Educates the media on relevant issues




Director of Marketing & Communication
Senior executive and chief spokesperson. Conduct media briefings; visit site as warranted and
appropriate; serve as public relations counselor to senior officials; manage media activity where
necessary; coordinate necessary public relations activities with all other agencies.
Name Title                        Office Phone Number                 Home: Cell:

Name Title                        Office Phone Number              Home: Cell:


 Chief Information Officer / Information Resources
 Provide necessary on-site support to Director.
Name Title                       Office Phone Number               Home: Cell:

Name Title                        Office Phone Number              Home: Cell:


 Chief of Police
 Provide necessary on-site support to Director.
Name Title                       Office Phone Number               Home: Cell:

Name Title                        Office Phone Number              Home: Cell:


 Director of Public Health and Safety
 Chief adviser to CC & spokesperson for technical, environmental and health-related issues.
Name Title                      Office Phone Number               Home: Cell:

Name Title                        Office Phone Number              Home: Cell:




                                                   74
                                                                               COMMUNICATIONS PLAN

General Counsel
 Provide legal counsel; sign off on news releases as appropriate/necessary.
Name Title                         Office Phone Number             Home: Cell:

Name Title                       Office Phone Number               Home: Cell:


 Manager of News and Information (Internal & External)
 Direct all activity involving news media; staff assignments and scheduling; ensure timely distribution
 and accuracy of news releases and advisories; gather information from Command Team, and prepare
 opening statement for briefings. May respond to news agencies' requests for information.
Name Title                        Office Phone Number               Home: Cell:

Name Title                       Office Phone Number               Home Cell:



WSSU Avian Flu - COMMUNICATIONS COMMITTEE

Contact                                Phone                          E-mail

WSSU Mktg. & Comm.                     336-750-2150
Dr. Glen Holmes                        336-750-3044                   holmesg@wssu.edu
William Patterson                      336-750-3148                   pattersonw@wssu.edu
Rudy Anderson                          336-750-3153                   andersonr@wssu.edu
V.K. Fields (PR Firm)                  336-362-9668                   valerie@vkfields.com
Thomas Brown                           336-750-2066                   browntw@wssu.edu
Aaron Singleton                        336-750-3152                   singletona@wssu.edu

Departments/Offices/Firms Represented:
    Information technology and Information Resources

    Office of Marketing and Communications

    Public Relations Firm




                                                   75
                                                                            COMMUNICATIONS PLAN

LEVEL 5. RECOVERY POST-PANDEMIC PERIOD


Procedures
    • Document the role of the Crisis Communications Team and others during the Avian (bird)
       Flu event in protecting the city' s/county' s/community' s reputation and operations.
    • De-activate “dark site” and return to regular updates on University site
    • Share valuable information and insights into handling the public information
       requirements of the incident.
    • Conduct a debriefing of emergency participants
    • Arrange for psychological counseling sessions for communications personnel.

Prepare a written report on the emergency for use by senior management and other public relations
offices that contains: Quantity and nature of news coverage; Quantity and nature of communications
activities and responses
• Copies of media coverage
                  Lessons learned
                  What worked?
                  What did not work?
• Tips, tactics and advice, future modifications and recommendations
     • Compile a video of TV coverage showing how the emergency played out (use the video
         monitoring clips, briefing footage)
     • Meet with vendors and volunteers and ask for feedback:
                  What worked well for them?
                  Opportunities for improvement
• Modify the Crisis Communication Plan as necessary

Guidelines
   • Develop notices and information regarding returning to campus when emergency is
       over.

   •   Implement communications plan to advise all parties when emergency conditions have
       ceased and when some/all operations or activities on campus resume.

   •   At conclusion of outbreak, plan to debrief faculty, staff and stakeholders to clarify what
       worked and what needs to be revised for effectiveness. Adjust and revise plan in
       preparation for next emergency declaration.

Sub-plans      n/a

Supplies       n/a

Essential Personnel    WSSU Communications Committee




                                                 76
POLICE DEPARTMENT AND PUBLIC SAFETY




                 77
                                    POLICE DEPARTMENT AND PUBLIC SAFETY

                     ESSENTIAL PERSONNEL

Chief                           (336) 750-2900
Captain                         (336) 750-2900
Captain                         (336) 750-2900
Lieutenant                      (336) 750-2900
Lieutenant                      (336) 750-2900
Lieutenant                      (336) 750-2900
Lieutenant                      (336) 750-2900
Lieutenant                      (336) 750-2900
Officer                         (336) 750-2900
Officer                         (336) 750-2900
Officer                         (336) 750-2900
Officer                         (336) 750-2900
Officer                         (336) 750-2900
Officer                         (336) 750-2900
Officer                         (336) 750-2900
Officer                         (336) 750-2900
Officer                         (336) 750-2900
Officer                         (336) 750-2900
Officer                         (336) 750-2900
Officer                         (336) 750-2900
Telecommunicator                (336) 750-2900
Telecommunicator                (336) 750-2900
Telecommunicator                (336) 750-2900
Telecommunicator                (336) 750-2900
Safety Officer III              (336) 750-2900
Security Officer                (336) 750-2900
Security Officer                (336) 750-2900
Security Officer                (336) 750-2900
Security Officer                (336) 750-2900




                           78
                                                        POLICE DEPARTMENT AND PUBLIC SAFETY
LEVEL I. PREPLANNING PERIOD, NO HUMAN-TO-HUMAN TRANSMISSION
(WHO PANDEMIC ALERT PHASE)
  A. Procedures
        1. Normal operating procedures
        1. Respirator fit testing and training takes place for all essential personnel (28
           employees)

  A. Guidelines – Normal Procedures

  A. Sub-plans – None

  A. Supplies and Plans To Secure
       1. Gloves and respirators for all essential law enforcement, parking and traffic,
           security, and health and safety personnel.
               a. 28 employees, 4 pairs per employee per day, 6 weeks (42 days) = 4,704
                   pairs
               a. 28 employees, 2 N95’s per employee per day, 6 weeks (42 days) = 2,352
                   respirators
       2. Funding - Start ordering the necessary equipment
               a. Funding will be provided by the university.
               b. PPE will be pre-purchased and stockpiled

   E. Essential personnel by position – All employees of Department of Public Safety


LEVEL 2.     CONFIRMED CASES OF HUMAN-TO-HUMAN TRANSMISSION
             (WHO ELEVATED ALERT PHASE)
  A. Procedures
        1. Normal operating procedures
        2. Respirator fit testing and training for all essential law enforcement, security,
           traffic and parking, and health and safety personnel completed.

  B. Guidelines – Normal

  C. Sub-plans – None

  C. Supplies and plans to secure - Gloves and respirators for all essential law enforcement,
     parking and traffic, security, and health and safety personnel received and stockpiled.

  E. Essential personnel by position – All employees of the Department of Public Safety




                                               79
                                                        POLICE DEPARTMENT AND PUBLIC SAFETY

LEVEL 3.     SUSTAINED HUMAN-TO-HUMAN TRANSMISSION (WHO
             PANDEMIC IMMINENT)
  A. Procedures
        1. Normal operating procedures
        2. Respirator fit testing and training for all essential law enforcement, security,
            traffic and parking, and health and safety personnel completed.
  B. Guidelines

  C. Sub-plans
         1. Delivery plan – Schedules for regular entrance to the campus (e.g. waste haulers,
             food deliveries) to be communicated to Department of Public Safety by other
             campus units at this time.
         2. Security plan
             a. Lists of essential personnel to be allowed on campus during Level 4 to be
                provided by all departments to Public Safety at this time.
             b. Lists of students to remain on campus during Level 4 and assigned location
                for each to be provided to Public Safety at this time.
      3. Check of communications systems and review the communications
          Plan.
      4. Observe for any symptoms in students or employees.

  D. Supplies and plans to secure - Gloves and respirators for all essential law enforcement,
     parking and traffic, security, and health and safety personnel received and stockpiled.

  E. Essential personnel by position – All employees of the Department of Public Safety

LEVEL 4.     CONFIRMED CASE IN A 500-MILE RADIUS OF FORSYTH COUNTY
  A. Procedures
     1. Campus shut down

     2. Essential personnel only report to work
            a. Traffic and parking officers lock campus gates, barricade entrances without
                gates, coordinate deliveries of essential supplies and authorized entry by
                other persons.
            b. Residence hall security officers ensure physical security of halls, all halls on
                lockdown including those occupied.
            c. Sworn law enforcement personnel patrol campus wide, ensure physical
                security of all campus buildings
            d. Police telecommunications personnel perform normal duties.
    4. Back-up plans for staff




                                              80
                                                    POLICE DEPARTMENT AND PUBLIC SAFETY
       a. Can operate in this level at 2/3 staff.

A. Guidelines
   1. PPE to be worn for all instances of personnel contact, with WSSU personnel or other

A. Sub-Plans
   1. Delivery Plan – Essential deliveries only (food, medication, waste contractors, etc.)
          a. Vendors instructed verbally and via signage on gates to call 750-2900 to be
              granted access
          a. Some vendors assigned regular schedules (e.g. waste pick-up, food
              deliveries)
          a. Central Receiving available to receive and distribute goods
   1. Security Plan – Specialized procedures will be followed:
          a. No persons on campus except people identified as essential personnel. All
              buildings locked down, including Thompson Center, no congregating by
              groups of any nature.
          a. Campus gates locked. All buildings not in use will be locked down and
              patrolled by police officers and security guards.
          a. Access to campus for deliveries and EMS only.
          a. Students remaining on campus to be spread among the four Ram Commons
              Facilities halls to achieve social distancing
          a. Food to be delivered to designated areas in residence halls for pick-up by
              residents.
   1. Alerting Health Center of Symptomatic Students and employees
          a. Follow protocols in determining sick employees and students
          a. .
          a. Students remaining on campus to call Health Service directly. Call-in line
              with designated number to be staffed by Health Service 24/7.
   1. Transportation Plan
          a. Symptomatic students on campus not requiring hospitalization to be visited
              by Student Health in their rooms, no transport to Student Health.
          a. Forsyth County EMS will transport individuals to hospitals, no transport in
              police patrol vehicles.
   1. Traffic Control
          a. Campus gates locked.
          a. Entrances not able to be locked will be coned off and barricaded with signage
              indicating no admittance except by prior permission, with number to call
              (750-2900).




                                              81
                                                  POLICE DEPARTMENT AND PUBLIC SAFETY
  D. Supplies and plan to secure
     1. PPE for essential personnel should be on hand, full quantity needed ordered in
         advance.
     2. See Delivery Plan above for security supplies for campus

  E. Essential Personnel by position
      1. All residence hall guards
      2. All parking and traffic officers
      3. All sworn law enforcement officers – chief, captains, lieutenants, officers
      4. All police telecommunications Personnel

LEVEL 5.     RECOVERY POST-PANDEMIC PERIOD
  A. Procedures – Normal operating procedures

  A. Guidelines - Normal

  A. Sub-Plans
     1. Traffic Control
              a. Faculty and staff return before classes reopen
              b. Normal fall move-in procedures used to repopulate residence halls days in
                  advance of classes reopening

  D. Supplies and plan to secure – Refurbish stockpiles

  E. Essential Personnel by position – All employees of the Department of Public Safety

  F. Prepare personnel for the second wave.




                                               82
DINING SERVICES




       83
                                    Dining Services
                          Avian Pandemic Flu Preparedness Plan


LEVEL 1      PRE-PLANNING PERIOD OF NON-HUMAN TO HUMAN SPREAD
             (WORLD HEALTH ORGANIZATION PANDEMIC ALERT PHASE)
  1. Training of Staff about symptoms and how bird flu spreads
  1. Have plans with SYSCO and PEPSI to provide food and water stock piles before flu
     spreads to this area
  1. Will stock pile food items (i.e. Dry Pasta, Canned sauces, canned fruit, precooked meals,
     canned vegetables, canned stews, canned soups, cracker, peanut butter, jelly, canned
     tuna, shelf stable mayo, pre-wrapped cookies, disposable serving items, powdered
     Gatorade, hand sanitizer, hand soap, sterna, etc…)
  1. Stockpile locations: Kennedy Dining and Anderson Center
                  i. Stockpiling will begin at Level 2
  1. Have Essential Personnel receive fit test and training on respiratory protection and
     Technical Safety, provided by the school.
  1. Work with Physical plant establishing an alternate means to remove trash
  1. Make sure that the contract for food services addresses the performance or ability to
     cancel/terminate in the event of an emergency


LEVEL 2      CONFIRMED CASES OF HUMAN TO HUMAN TRANSMISSION
             (WORLD HEALTH ORGANIZATION ELEVATED ALERT PHASE)
  1. Will start stockpiling food and water during Level 2.
        a. Will stock food to serve 300 people per day for 2 weeks
        a. Stored in store room and Kennedy center and at campus extra storage location.
             Will coordinate with Associate Vice Chancellor for facilities to make sure
             stockpile locations are approved.
  1. Continue training of staff, asking them to keep observe for symptoms.
        a. Check with Waste Removal Company to make sure all trash will be removed
        a. Verify with Public Safety Officer regarding contracts




                                              84
                                                                              DINING SERVICES
LEVEL 3       SUSTAINED HUMAN TO HUMAN TRANSMISSION
              (WORLD HEALTH ORGANIZATION PANDEMIC IMMINENT PHASE)
   Food Service Plan: All food services will take place in Kennedy Dining Hall. All other
   locations will be closed and locked. We will stop all self-serve service at Kennedy. All Food
   will be served by staff.
   Limited Meal Hours
   Breakfast 7:00am to 9:00am
   Lunch 12:00 am – 2:00pm
   Dinner 5:00 pm – 7:00 pm

   Staffing: Will run limited staff of 7 people per shift. Will deliver food to quarantine and
   isolation locations. Essential personnel will receive and be trained on respirators. The
   director will report any symptoms and illness of staff to the Vice Chancellor of Student
   Affairs who will direct that individual to seek medical treatment. A report will be sent to
   the Command Team.

   Stockpiling will include plastic utensils and plates. There will be a two week supply
   stockpiled in the event of vendor restrictions.

LEVEL 4       CONFIRMED CASES IN 500-MILE RADIUS OF FORSYTH COUNTY
              (WORLD HEALTH ORGANIZATION PANDEMIC PERIOD)
Food Service Plan
   1. All Serving location will be shut down.
   1. Food preparation will take place in the Anderson Center dining facility
   1. Food will be delivered to following locations
              Health services
              International students and students who must remain on campus. They will be
              housed according to the Housing and Residence Life flu plan. Quarantine
              location – food will be delivered on rack outside building.
              Isolation Location - food will be delivered on rack outside building.
   1. Will operate with a limited staff of 3 people
   1. Will follow previous meal service hours for delivery times
   1. The Director will report any symptoms and illness of staff to the Vice Chancellor of
      Student Affairs who will direct that individual to seek medical treatment. A report will
      be sent to the Command Team.




                                               85
                                                                                DINING SERVICES
LEVEL 5      RECOVERY POST PANDEMIC PERIOD
  1. Will Re-open Kennedy Dining Hall for limited service (limited meaning no fresh
     produce or self service until absolutely clear of contamination threat.
  1. Will re-open other locations as students and staff return to camps
     Dining services will start serving fresh produce and fruit 1 week after students and staff
     are allowed back on campus.

     Essential Personnel

     Director of Dining Services            (336) 451-0295

     Dining Staff                           (336) 750-3160




                                              86
HUMAN RESOURCES




       87
POLICIES AND AGREEMENTS




           88
                                   Human Resources
                                Policies and Agreements

                             Office of State Personnel
                 Compensation and Leave for Communicable Diseases
                               ---DRAFT POLICY--

Note: Any references to agencies include universities. These provisions, unless otherwise
stated, apply to employees subject to the State Personnel Act (SPA).

Purpose

The purpose of this policy is to outline leave provisions covering absences of employees who
are exposed to a communicable disease or when an agency is closed due to a widespread
outbreak of a serious communicable disease. This policy also sets out compensation direction
for persons designated as essential employees, as well as for those persons required to work at
home or at an alternate work location.

Responsibility

Anyone who discovers evidence of a communicable disease that could seriously endanger the
health of others in the workplace has a responsibility to report such findings to management.
Management shall notify the local health department. The university will have the flexibility to
define this protocol within the plan guidelines.

In case of a flu pandemic or other serious health threats, the Governor has broad powers
pursuant to G.S. 166A-6 to issue an emergency order to protect the public health by limiting the
public’s exposure to a pandemic influenza or other health threat. The Governor may order all
schools, community colleges, universities, childcare and adult day care facilities to be closed
and order that no public events shall be held. He may also close all non-essential State services
and order essential services to remain operational.

In the absence of such a proclamation, the chancellor shall consult with local Public Health
officials to determine the severity of the individual situation and to determine what actions
shall be taken including the closure of the agency or university.

       Note: The most recent list of reportable diseases as compiled by the State Health
       Commission is found in the Administrative Code 10A NCAC 41A.0101. The list is
       constantly updated as new diseases emerge.




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                                                                         HUMAN RESOURCES
Definition

Pandemic disease is virulent human flu or other illness that causes a global outbreak, or
pandemic (epidemic over a wide geographic area), of serious illness. Because there is little
natural immunity, such a disease could spread easily from person to person.

       Note: The pandemic might last up from several weeks to several months. In mild cases,
       it may be two weeks. In the most severe cases, it could come in waves over a two-year
       period.


Social Distancing

In the event of a widespread pandemic, high rates of illness and absenteeism are expected. In
order to minimize this, each agency/university should have in place a Social Distancing Policy
to implement immediately.

Social distancing is designed to limit the spread of a virus through reducing the frequency of
contact between people.

This could include:

   •   reducing face-to-face exposure through conference calls and video conferencing;
   •   avoiding unnecessary travel, including cancellation of meetings, workshops, and
       training sessions;
   •   requiring employees to work from home to avoid crowding at the workplace;
   •   establishing flexible working hours to avoid public transport, at least during peak hours;
   •   installing protective barriers between work stations or increase space between workers
   •   requiring the use of protective equipment such as masks
   •   requiring employee absence if exposed, and
   •   control access to buildings.

Possible Actions during a Flu Pandemic
(Agencies include universities.)

During the pandemic, any of the following actions may occur:

   •   closing of one or more agencies or parts of an agency by order of the Governor,
   •   closing of an agency or parts of an agency by agreement between Public Health officials
       and an agency authority,




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                                                                           HUMAN RESOURCES

   •   concurrence by Public Health officials and the agency authority that an employee(s)
       should be excluded from work isolation of an employee (s) by Public Health officials, or
       quarantine of an employee(s) by Public Health officials.

       Note: Public Health Official(s) should provide agencies and universities with criteria for
       determining the need to isolate or quarantine and employee(s).

Emergency Employees

The chancellor (or designee) shall predetermine and designate the mandatory/essential
operations that must be staffed and designate the emergency employees to staff these
operations. The chancellor shall develop an alternative plan for personnel in case the
designated personnel are quarantined or ill. Alternative workers may include current
employees who are not designated as emergency but who possess the skills to fill in for an
emergency employee, retirees, contract workers or other temporaries, etc. Individuals
designated as Emergency Employees may be subject to disciplinary action, up to and including
termination of employment, for willful failure to report for work. Each situation will be
reviewed on a case-by-case basis to determine appropriate action.

       Note: The designated emergency employees for this purpose will differ from the
       emergency employees designated for a natural disaster or other conditions that require
       forced evacuation from the agency or work site.

Compensation

Emergency employees required to work during a closing shall be granted, in addition to their
regular compensation, either hour for hour compensatory time or additional full-time pay, for
all hours worked, subject to the availability of funds. This provision applies to employees who
are exempt and non-exempt under the Fair Labor Standard Act (FLSA). This special compensation
provision does not include temporary employees under any circumstances, nor does it apply while the
agency or university is working under the Social Distancing policy.

Alternate Worksites

The chancellor may require employees, who are not designated as emergency, to work at home
or at an alternate worksite (as provided in the agency’s Business Continuity Plan, Emergency
Telecommuting Policy, or Pan Flu Plan). Employees required by the chancellor to work at
home or at an alternate worksite shall be eligible for additional compensation as described
above for emergency employees.




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                                                                    HUMAN RESOURCES
This does not include employees working at alternate worksites under the Social Distancing
provisions.

Leave

When an employee is advised not to report to work for a specified period of time or when the
employee is placed in isolation or quarantined, the employee shall be granted paid
administrative leave until the specified period of time ends or the employee becomes ill with
the communicable disease, whichever comes first. If the employee becomes ill and it is
determined to be work related, the Workers’ Compensation Policy applies. If the employee
becomes ill as a result of off-the-job exposure, the Sick Leave Policy applies. The provisions of
the Family and Medical Leave Policy shall also apply.

Should an employee not have sufficient sick leave available, the agency should work with the
employee to advance leave or make arrangements for the employee to make up the time if the
agency determines that the work situation will allow it.

When an agency is closed and the employee is not required to work, the employee shall be
granted paid administrative leave for the first 30 consecutive days of closure or until the agency
reopens, whichever comes first. If after 30 days, the agency or university remains closed, a
temporary lay-off may be invoked under the provisions established by the Employment
Security Commission. When the agency reopens, if the employee is unable to return to work,
the Workers’ Compensation Policy or the Sick Leave Policy, whichever is applicable, shall
apply.

Verification

It is the employee’s responsibility to provide a written confirmation from a Public Health
official of any isolation or quarantine period.

OTHER PROVISIONS

Care for Immediate Family Members

The Sick Leave Policy shall apply when the agency is open but the employee is required to stay
home to take care of an immediate family member.

Day Care or Public School Closings

When an agency is open but an employee, who is a parent (or guardian), is required to stay
home with underage children because of the closure of a day care facility or a public school, the
employee shall be allowed to use leave in accordance with the Sick Leave Policy.




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                      Human Resources Policies and Procedures

2.4      Sick Leave

Responsible Office(s): Department of Human Resources

Scope:      Applies to SPA (exempt and non-exempt), EPA Non-Faculty, and 12-month faculty;
            does apply to nine- and ten-month faculty (non-leave earning) employees.

Purpose: To define the guidelines for accrual and use of sick leave.

POLICY:

         Sick Leave Accrual

         Sick leave is earned at the rate of eight hours per month if an employee is in pay status
         for one-half or more of the regularly scheduled workdays and holidays.

         Unused sick leave may be accrued for the duration of employment and may be applied
         to
         retirement with the Teachers and State Employees Retirement System provided the
         employee retires from active service or within five years of leaving active service. One
         month of credit is allowed for each 20 days or any portion thereof, of sick leave to an
         employee’s credit upon retirement, but not to exceed 12 days for each year of retirement
         membership.

         Use of Sick Leave

         - Sick leave may be used for personal illness of the employee or illness of a family
            member of the employee (spouse, parents, children, brothers, sisters, grandparents,
            and grandchildren, including step, half or in-law relationships, or any other dependent
            residing with the employee).
         - Additionally, sick leave may be used for death in the employee's immediate family
            (spouse, parents, children, brothers, sisters, grandparents, and grandchildren,
            including
            step, half, or in-law relationships or any other dependent residing with the employee).
         - All sick leaves require supervisory approval.
         - Refer to Policy 2.8 (Family Medical Leave Act) for guidelines concerning illnesses
            covered under FMLA.




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                       Human Resources Policies and Procedures
2.8      Family and Medical Leave

Responsible Office(s): Department of Human Resources

Scope:        Applies to all EPA, faculty, and SPA employees who meet the eligibility criteria
              outlined below.

Purpose:      To establish guidelines for administering the Federal Family Medical Leave Act of
              1993 in compliance with North Carolina Office of State Personnel policy.

POLICY:

         1.   General Statement - Eligible employees will be granted up to 12 workweeks' leave
              (with or without pay) during any 12-month period for eligible family and medical
              leave purposes.

         2.    An eligible employee is defined as a permanent or time-limited employee who
               meets the following conditions:

              - The employee has worked for the State of North Carolina for a minimum of 12
                months.

              - The employee has worked a minimum of 1040 hours during the previous 12-
                month period (or the equivalent of 50% full-time-equivalent load for faculty).

         This policy does not cover temporary employees since the maximum length of a
         temporary appointment is one year. However, if by exception temporary employment
         were extended beyond one year, the employee would be covered if he/she had worked
         at least 1250 hours during the previous 12-month period (or the equivalent of 60% full-
         time-equivalent load for faculty). Note that any leave granted to a temporary employee
         would be leave without pay.

         Eligible family and medical leave purposes include the following:

         •    Birth of a child and care for the child after birth, provided the leave is completed
              within 12 months of birth.

         •    Care for a child placed with the employee for adoption or foster care provided the
              leave is completed 12 months following adoption.




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                                                                        HUMAN RESOURCES

      •   Care for the employee's child, spouse, or parent, or other dependent living in the
          household where that child, spouse, or parent or other dependent living in the
          household has a serious health condition; or

      •   Employee's serious health condition that makes the employee unable to perform the
          essential functions of the position.

FMLA Definitions

      Workweek - consists of the number of hours an employee is regularly scheduled to work
         each week.

      Parent - a biological or adoptive parent or an individual who stood in loco parentis to
          the employee when the employee was a child.

      Child - a son or daughter and may be a biological child, an adopted child, a foster child,
          a stepchild, the employee's legal ward, or a child of an employee standing in loco
          parentis.

      Spouse - a husband or wife.

      Serious health condition - a condition, which requires either inpatient care or
          "continuing treatment" by a health care provider, and includes both acute and
          chronic conditions.

Allowable Leave Charges

      1. Birth of a child — The employee may use available vacation and/or sick leave, or go
         on leave without pay; except that sick leave may only be used during the period of
         disability.

      1. Adoption or foster care of a child — The employee may use vacation leave or leave
         without pay.

      1. Illness of employee's child, spouse, or parent, or other dependent living in the
         household. The employee may use sick leave, vacation leave, or leave without pay.

      1. Employee Illness - The employee must exhaust available sick leave and may choose
         to exhaust available vacation leave, or any portion, before going on leave without
         pay. Whether taken due to birth, adoption, illness of employee, or illness of
         employee's child, spouse, or parent, or other dependent living in the household,
         periods of sick and vacation leave and periods of leave without pay (including leave
         without pay while drawing short-term disability benefits) count toward the 12
         workweeks to which the employee is entitled. This includes leave taken under the
         voluntary shared leave program.




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                                                                        HUMAN RESOURCES

Reduced Work Schedule or Intermittent Leave

      In addition to provisions listed above, reduced work schedule and/or intermittent leave
      may be granted for family medical leave purposes when medically necessary for the
      employee or for the care of the employee's child, spouse, or parent, or other dependent
      living in the household. Reduced work schedules and/or intermittent leave options are
      not allowable for childbirth, birth-related childcare, or adoption, unless the employee
      and university agree otherwise.

      A reduced work schedule describes the situation when the employee's regular work
      schedule is reduced by some number of hours per week. Pay and benefits are reduced
      proportionately on a reduced work schedule (i.e., an employee working 30 hours per
      week would earn 75% of the vacation and sick leave accrual), unless the employee uses
      paid leave to cover the time not worked.

      Intermittent leave is the use of leave hours on a recurring basis. If intermittent leave
      results in an employee being in a leave-without-pay status for more than half the
      working days in the month, vacation and sick leave accruals for the month would not be
      earned.

      When an employee is on a reduced work schedule or intermittent leave, only the time
      not worked is counted against the total 12 workweeks' allowable family medical leave.

Employee Responsibility

      The employee shall give notice to the supervisor for leave requested under this policy as
      follows:

          a. Birth or Adoption - 30 days notice, if practicable.

          b. Planned Medical Treatment - 30 days notice when practicable.

          a. If an employee is unable to give notice due to emergency medical conditions or
             premature birth, he or she must notify his/her supervisor as soon as practicable.




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                                                                         HUMAN RESOURCES

       When the basis for any approved leave falls within the scope of this policy and the
       absence extends beyond 10 work days, the university must notify the employee that the
       leave taken will count toward the allowable 12 work weeks of family medical leave.
       (Example: An employee takes two weeks sick leave beginning September 1 due to
       planned surgery. He suffers complications and requests additional time under this
       policy. The university must notify the employee that the 12 workweeks of allowable
       family medical leave under this policy would begin September 1.)

       If the employee cannot return to work at the end of the leave period, he should notify
       his/her supervisor in writing immediately. Failure to report at the expiration of a leave
       may be considered as a resignation, unless the employee has been approved for short-
       term disability or other leave (vacation, sick or shared leave, or leave without pay).

Certification

       The university may require that a request for leave for an adoption or foster care must
       be supported by a proof of adoption or foster care.

       The university may require that a request for leave for serious illness of the employee or
       family member is supported by a medical certification from the physician. Medical
       certification forms may be obtained from the Department of Human Resources.

       WSSU may, at the discretion of the Department of Human Resources, request a second
       opinion by a university-designated physician. Where the first and second physicians'
       opinion disagree, the university may request a third opinion by a physician approved
       jointly by the employee and university. The third opinion would be binding. Second
       and third opinions will be at the university's expense.

       The university may require subsequent re-certifications on any reasonable basis. Re-
       certifications, if requested by the university, will be at university expense.

Employment and Benefits Protection

       Reinstatement — The employee will be reinstated to the position held when the leave
       began. In cases of leave due to employee illness, the university may require a physician's
       certification that the employee is able to return to work and perform the essential
       functions of the position.

       Accrual of Benefits — The employee shall be reinstated without loss of benefits accrued
       when the leave began. Benefits will accrue when an employee is in a pay status half or
       more of the workdays in a month. Benefits will not accrue when an employee is in a
       leave-without-pay status for more than half the workdays in a month.




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                                                                         HUMAN RESOURCES

      Health Benefits — The university will continue health benefits for the employee under
      the same conditions as coverage would have been provided if the employee had
      continued employment. The employee will continue to be responsible for his/her part
      of the insurance premium.

Guidelines

      When requesting leave, the employee shall give notice to the supervisor for leave
      requested under this policy, stating the beginning and end dates of vacation leave, sick
      leave, or leave without pay to be used. In cases where the employee has not requested
      family medical leave but has been absent in excess of 10 workdays, the university may
      notify the employee that leave falling within the scope of this policy will count toward
      the allowable 12 weeks of family medical leave.

      Along with the request for leave, the employee shall submit medical or other
      certification to the supervisor. Medical certification forms may be obtained from
      Human Resources. The employee may elect to provide the certification directly to the
      Human Resources Department if stricter confidentiality is desired.

      The supervisor must forward the following documents to Human Resources: Copies of
      the request for leave signed by the supervisor, medical or other certification (such as
      proof of adoption or foster care) as required, and copies of the employee's current
      vacation and sick records. The supervisor may also furnish additional information that
      may be helpful to Human Resources in understanding the circumstances surrounding
      the request for leave.

      Human Resources will approve the leave request, or request a second opinion at its
      discretion. Human Resources will make any appropriate payroll adjustments and
      administer the medical benefit.

      The employee shall provide notification of return to work to the supervisor. A
      physician's certification that the employee is able to return to work may be required in
      cases of leave due to employee illness.

      The supervisor shall advise Human Resources of the employee's return to work so that
      appropriate pay adjustments may be made.

      In the event the employee is unable to return to work at the end of the leave, notification
      must be made in writing to the supervisor. Additional leave under the vacation, sick or
      shared leave policies or the leave without pay policy may be considered, if requested.




                                              98
                     Human Resources Policies and Procedures

1.5      Employment of Temporary Employees                          Revised: July 25, 2005

Responsible Office(s): Department of Human Resources

Scope:       Applies to all university departments hiring temporary staff.

Purpose:     Establishes uniform guidelines for the employment of temporary employees.

POLICY:

Descriptions and Duration of Employment

Temporary employees are generally employed to fill in for a permanent employee who is
temporarily away from work (on leave of absence, vacation, worker’s compensation, short-term
disability, etc.) or is needed to assist during peak workloads or while a full-time permanent
position is being filled. This occurs only when all efforts have been exhausted to utilize existing
staff.

A temporary appointment normally should not exceed three to six months. When sufficiently
justified, a longer period may be granted by the Department of Human Resources. An
extension request must be submitted fifteen (15) days in advance of the end of the approved
period to prevent work disruption and to allow sufficient processing time.

In no case shall the temporary employment exceed eleven (11) consecutive months. When a
temporary employee has worked for eleven (11) months, he/she must be terminated from the
University. A temporary employee that has been separated from the University after eleven
or less months must have sixty days break in service before the employee can be hired into
another temporary appointment.

Prior to beginning work, all temporary employees must sign a statement that indicates his/her
employment will be terminated at the end of eleven months of continuous employment;
however the appointment may end any time prior to the ending date.

Exceptions

Exceptions to this limitation apply to students and retirees. Students are exempt from the
eleven months maximum limit. Retirees may have temporary appointments for more than
eleven months provided they sign a statement confirming that they are not available for nor are
they seeking, permanent employment. A retiree is one who receives a retirement income
and/or social security benefits.




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                                                                         HUMAN RESOURCES

General Statements Regarding Employment:

      1.   Hiring managers must complete the WSSU Request for Temporary Recruitment
           form (HR-TEMP), obtain the required signatures and submit to Human Resources
           for approval at least fifteen (15) days prior to the proposed start date. Documented
           emergencies will be handled on a case-by-case basis.
      1.   Based on the nature of the duties and responsibilities described, Human Resources
           will assign a job title and pay rate. Pay rates are generally defined as hourly rates,
           but may be defined as flat rates in certain circumstances.
      1.   Human Resources will establish and maintain a Temporary Applicant Pool by
           developing work descriptions with corresponding pay rates and advertising on
           WSSU’s website.
      1.   Human Resources will select applicants from the Temporary Applicant Pool or, if
           necessary from a contracting temporary agency.
      1.   All applicants who wish to be considered for temporary employment must submit
           a State application to Human Resources for inclusion in the Temporary Applicant
           Pool.
      1.   It is the policy of WSSU that employment shall be offered based upon the job-
           related qualifications of applicants using fair and valid selection criteria.
      1.   Human Resources will notify the hiring manager of the approval/disapproval of
           the request for a temporary position.
      1.   If approved, Human Resources will send one or more qualified applications to the
           hiring manager to review and select an employee.
      1.   Human Resources along with the hiring manager will determine the start date.
      1.   Human Resources will notify applicant of start date, employment period and
           salary. No supervisor shall allow a temporary employee to start work prior to an
           offer being made by Human Resources.
      1.   Human Resources will verify the temporary employee’s identity and eligibility for
           employment by requiring completion of the Federal I-9 form on the first day of
           work; temporary employees will also be required to complete tax-withholding
           forms (W-4 and NC-4).
      1.   Benefits: Temporary employees do not receive state benefits and are not eligible to
           participate in optional deduction programs.
      1.   Payment and Pay Dates: Temporary employees are paid on the 15th of each month,
           for all hours worked through the end of the previous month. Time sheets for
           temporary employees must be submitted to the Payroll Department by 5:00 p.m. on
           the date defined by the Payroll Department.
      1.   Temporary employees may not work more than forty (40) hours per week.




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                                                                          HUMAN RESOURCES


LEVEL I.       PREPLANNING PERIOD NO HUMAN-TO HUMAN TRANSMISSION
               (WHO PANDEMIC ALERT PHASE)

Essential Personnel (SPA and EPA Non-Faculty)

   Essential Personnel are employees who are required to work during an emergency because
   their positions have been selected by a university senior administrator as
   mandatory/essential to operations during emergencies.

The following provisions are defined by the senior administrator of each of the referenced areas
and approved by the Command Team:
   • Essential positions
   • Requirements of each employee, i.e., services, processes, etc.
   • Alternate work location (where applicable)
   • Cross-training of staff Alternate Workers

Alternative Workers

Alternative workers may include current employees who are not designated as essential but
who possess the skills to fill in for an essential employee, such as retirees, contract workers or
other temporaries. Administrators shall follow the guidelines of WSSU’s policy on
“Employment of Temporary Employees.” See policy above.




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                                                                    HUMAN RESOURCES


    LEVEL 2. CONFIRMED CASES OF HUMAN-TO HUMAN TRANSMISSION
           (WHO ELEVATED ALERT PHASE)

Monitoring of Employees Who are Employed in Affected Areas

At this level, the Command Team will issue guidelines to university administrators on what
actions shall be taken for employees who are working in affected areas. Pandemic related
absences are reported utilizing the prescribed process.




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                                                                         HUMAN RESOURCES

LEVEL 3.      SUSTAINED HUMAN TO HUMAN TRANSMISSION
              (WHO PANDEMIC IMMINENT)

Monitoring Process for Tracking Sick Staff and Faculty

       At this level, the Command Team consult the Forsyth County Health Department and will
  issue guidelines to university administrators on what actions shall be taken, including methods
          by which pandemic flu related absences are reported. All available information on sick
                                               employees will be submitted into the leave system.




                                              103
                                                                        HUMAN RESOURCES


LEVEL 4.      CONFIRMED CASES IN A 500-MILE RADIUS OF FORSYTH COUNTY
Monitoring Process for Tracking Sick Staff and Faculty

At this level, the University will be shut down. However absence by essential personnel will be
recorded and reported to the Command Team.




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                                                                         HUMAN RESOURCES

LEVEL 5.      RECOVERY POST-PANDEMIC PERIOD
Return to Work Policies

The university will adhere to the direction of the Forsyth Department in determining when the
Recovery Phase can be implemented. Supervisors will verify all absentees, reasons, and follow
the policy Office of State Personnel Compensation and Leave for Communicable Diseases. All
Actions will be reported to the command team.




                                              105
Division of Finance and Administration




                  106
                          Division of Finance and Administration
                                  Disaster Recovery Plan
                                            for
                                      Business Affairs


                                DISASTER RECOVERY PLAN

                                       Table of Contents

Introduction

1.0.0    Purpose and Scope

1.0.0.   Recovery Team
2.1.0    Organization of the Disaster Recovery Team
2.1.0    2.2.0 Disaster Recovery Team Headquarters
2.1.0    Emergency Call List
2.1.0    Team Duties
2.1.0    Team Members Home Directions
2.1.1    Team Leader
2.1.1    Distributed Systems Coordinator
2.1.1    Administrative Systems Coordinator
2.1.1    Auxiliary Systems Coordinator
2.1.1    Secretary/Historian
2.1.1    One Card Coordinator
2.1.1    Facilities Coordinator
2.1.0    Emergency and General Service Telephone Lists
2.1.1    On-Campus Services
2.1.1    Off-Campus Services

3.0.0    Equipment Lists
3.0.0    Distributed System
3.0.1    One Card System
3.0.1    Main saver Maintenance Management System
3.0.1    CAD Station
3.1.8    Human Resources
3.1.8    Purchasing System
3.1.8    Fixed Assets System
3.1.8    Accounts Receivable
3.1.8    BANNER/Accounts Payable




                                             107
                                       DIVISION OF FINANCE AND ADMINISTRATION

3.1.8    Loan Management System
3.1.8    Payroll
3.1.8    13th MONTH/North Carolina Accounting System (NCAS)
3.1.18   Public Safety
3.1.18   University Print Shop
3.0.0    Vendor Contacts
3.0.0    Backup Installations


4.0.0    Data Network
4.0.0    Network Circuits
4.0.0    Network Failures – Contingency Plan for Action

5.0.0    Applications/Systems
5.1.0    Divisional Netware and Web Servers
5.1.1    One Card System
5.1.2    Main saver Maintenance Management System
5.1.3    CAD Station
5.1.8    Human Resources
5.1.9    Purchasing System
5.1.10   Fixed Assets System
5.1.11   Accounts Receivable
5.1.12   BANNER
5.1.13   Accounts Payable
5.1.14   Loans Management System
5.1.15   Payroll
5.1.16   13th MONTH/NCAS
5.1.18   Public Safety
5.1.19   University Print Shop

6.0.0    Physical Facilities
6.1.0    Divisional Netware and Web Servers
6.1.1    One Card System
6.1.2    Main saver Maintenance Management System
6.1.3    CAD Station
6.1.5    WSSU Bookstore
6.1.8    Human Resources
6.1.9    Purchasing System
6.1.10   Fixed Assets System
6.1.11   Accounts Receivable
6.1.14   Loan Management System (LMS)




                                              108
                                       DIVISION OF FINANCE AND ADMINISTRATION

6.1.15   Payroll
6.1.16   13th MONTH/NCAS
6.1.18   Public Safety
6.1.19   University Print Shop

7.0.0    Operational Procedures
7.1.0    Divisional Netware and Web Servers
7.1.2    Main saver Maintenance Management System
7.1.3    CAD Station
7.1.8    Human Resources
7.1.9    Purchasing System
7.1.10   Fixed Assets System
7.1.11   Accounts Receivable
7.1.12   BANNER
7.1.13   Accounts Payable
7.1.14   SCT
7.1.15   Payroll
7.1.16   13th MONTH/NCAS
7.1.18   Public Safety
7.1.19   University Print Shop


8.0.0    Supplies
8.1.0    Divisional Netware and Web Servers
8.1.1    One Card System
8.1.2    Main saver Maintenance Management System
8.1.8    Human Resources
8.1.9    Purchasing System
8.1.10   Fixed Assets System
8.1.11   Accounts Receivable
8.1.12   BANNER
8.1.13   Accounts Payable
8.1.14   Nursing Student Loan Promissory Notes
8.1.15   Payroll
8.1.16   13th MONTH/NCAS
8.1.18   Public Safety
8.1.19   University Print Shop

9.0.0    Distributions, Revisions, and Testing
9.1.0    Distribution
9.2.0    Revisions
9.3.0    Testing




                                                 109
                                    DIVISION OF FINANCE AND ADMINISTRATION

10.0.0 Disaster Scenarios
10.1.0 Divisional Netware and World Wide Web Servers
10.1.1 One Card System
10.1.2 Main saver Maintenance Management System
10.1.3 CAD Station
10.1.8 Human Resources
10.1.9 Purchasing System
10.1.10 Fixed Assets System
10.1.11 Accounts Receivable
10.1.12 BANNER
10.1.13 Accounts Payable/1099 Program
10.1.14 NSLDS/LMS
10.1.15 Payroll
10.1.16 13th Month
10.1.18 Public Safety
10.1.19 University Print Shop

11.0.0 Insurance Issues

12.0.0 Approval

APPENDICES

Appendix A – Disaster Recovery Team Meeting Check Lists




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                                         DIVISION OF FINANCE AND ADMINISTRATION

INTRODUCTION

This is the second release of the Winston-Salem State University Business Affairs Disaster
Recovery Plan. Much work has gone into the preparation of this document. As the units in the
division refine and test their plans in the years ahead, this document will take on even better
form and become more comprehensive. It represents a starting point on a never-ending road
towards total disaster preparedness.

This plan is primarily an operational manual for the WSSU Finance and Administration
(Business Affairs) Disaster Recovery Team to follow in organizing themselves, evaluating the
extent of the disaster, and initiating actions to recover. The technical information included or
referenced is essential. It is directed to the involved team members. Localized incidents may
not require involvement of the official team members. Key personnel who would deal with
incidents of this nature are indicated in the appropriate sections. A disaster might affect part or
all of the following:

Personnel
System Software and Data
Equipment
Site and Facilities
University Network
User Program Files
User Applications Data and Documentation

Replacement of key personnel could be the most critical problem in recovery from a disaster.
Without all key personnel, recovery will proceed much more slowly than otherwise. Qualified
people will be necessary for any recovery.

All critical application software and user program files on all platforms from various locations
throughout Information Technology Systems are backed up either locally by the user on
diskette, on our distributed systems enterprise backup solution server, or by the Administrative
Data Center. Backup tapes are stored off-site with Data Chambers. These backups could be
used to restore a system or systems on new or used equipment. Portions could be used to
enable critical user programs to be run on a backup server, or off campus. We maintain backups
of all critical data on a regular basis. All files located on or archived to Distributed Servers will
be backed up every business day, with retention of up to 30 days. Another divisional server
included in the daily cycle is the One Card Server. A back up tape of this cycle will be sent to
the off-site at least once a week.

Administrative Data Center servers will be backed up every business day, with a five-day
rotation. Regulatory data is stored for five to seven years dependent on regulations.




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                                          DIVISION OF FINANCE AND ADMINISTRATION

Vendors and/or manufacturers who provide equipment to us have standard policies to assist
customers after a disaster. These vendors are noted in the equipment and data network
equipment sections of this plan.

It is not practical to make a generalized statement in this section regarding the worst case
downtime situation of the Division’s systems as a whole. This varies widely among the many
systems and applications described herein, and are defined in the individual
application/system sections found later in this document.

1.0.1   Purpose and Scope

This Disaster Recovery Plan documents the procedures for restoring systems and associated
data sets for all critical applications within a reasonable time period. It deals with applications
in the microcomputer arena, as well as the operational side of BANNER applications.

The purpose of the plan is to facilitate quick and orderly recovery of operations for system
users. The plan is fully applicable if destruction to all facilities at the various sites is complete.
Selective portions of the plan would be invoked to cover a disaster affecting only selected units
in the Division. In the event of a total disaster, affecting all units, all sections would be invoked.

2.0.0 Recovery Team

2.1.0   Organization of the Disaster Recovery Team

2.2.0   Disaster Recovery Team Headquarters

The primary meeting area for the Disaster Recovery Team will be in the Thompson Center in
the multi purpose room. If this is not available due to the nature of the disaster, the secondary
meeting area will be in the Anderson Center Banquet Room. The Team Manager, Dr. Glenn
Holmes, will locate available rooms in a safe building nearest to the site of the damaged unit(s).
If destruction of the site(s) is total, the Team Manager will locate available space for meetings,
and advise team members of its location.

2.2.0   Emergency Call List

In case of an emergency/disaster, the following people are to be notified immediately in the
sequence in which they are listed:




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                                        DIVISION OF FINANCE AND ADMINISTRATION

                            WINSTON SALEM STATE UNIVERSITY
                         EMERGENCY CONTACT LIST Updated: August 4, 2006
Contact Person                      Office Phone #   Home Phone #      Cell Phone #

                                POLICE & PUBLIC SAFETY
Chief Willie Bell, Jr.               (336) 750-2902                       (336) 414-9373
Capt. Marcus L. Sutton               (336) 750-2922   (336) 703-0695      (336) 406-1695
Mr. Craig Achenbach                  (336) 750-2868                       (336) 414-9372
                                 CHANCELLOR’S OFFICE
Dr. Michelle Howard – Vital          (336) 750-2045                       (336) 413-5517
Dr. Pedro L. Martinez                (336) 750-2203                       (336) 306-4512
Mr. Jonathan Martin                  (336) 750-2082                       (336) 414-4429
Dr. Merdis McCarter                  (336) 750-2204    336.765.7604       (336) 414-9331
Mr. Lee Richardson                   (336) 750-3180                       (336) 414-9361
Ms. RaVonda Dalton – Rann            (336) 750-2041                       (336) 414-9356
Ms. Betty Sue Smith                  (336) 750-2045                       (336) 848-2947
Mr. Robert Botley                    (336) 750-2703                       (336) 403-6219
                                    LEGAL AFFAIRS
Ms. Beverly R. Mitchell              (336) 750-2105   (336) 922-1065      (336) 414-9358
                          AUXILIARY SERVICES / FOOD SERVICES
Ms. Sharon Lunsford                  (336) 750-2793   (336) 545-0500      (336) 403-9479
Mr. Norman Williams                  (336) 750-2771   (336) 722-3854      (336) 414-0374
Ms. Damon Scott                      (336) 750-2846                       (336) 451-0295
Mr. Brian “BA” Smith                 (336) 750-2787                       (336) 399-2055
Ms. Vera Jones                       (336) 750-3160                       (336) 399-0742
                                   STUDENT AFFAIRS
Dr. Melody Pierce                    (336) 750-3203   (336) 768-8929      (336) 414-9345
Mr. Theo Howard                      (336) 750-3352                       (336) 306-4513
Dr. Calvin Phillips                  (336) 750-3205                       (336) 403-4409
Dr. Beverly Rose                     (336) 750-3204                       (336) 403-6860
                                       ATHLETICS
Dr. Percy Caldwell                   (336) 750-2142                       (336) 403-5534
Ms. Tonya Walker                     (336) 750-2147                       (336) 414-9400
                                 COUNSELING CENTER
Dr. Deborah Fountain                 (336) 750-3274   (336) 771-2628      (336) 414-9351
                     COMMUNICATION TECHNOLOGIES & SECURITY
Dr. Glen Holmes                      (336)-750-3044                       (336) 408-7454
Mr. Steven Maat                      (336) 750-3194                       (336) 403-1155
                                    RESIDENCE LIFE
Ms. Linda Inman                      (336) 750-3372   (336) 996-4232      (336) 403-9899
Mr. Gerald Martin                    (336) 750-3402                       (336) 406-3461
Ms. Faith Small                      (336) 750-3426                       (336) 209-5376
Ms. Mary Y. Smith                    (336) 750-3370                       (336) 403-4097
                                       INFIRMARY
Ms. Ether Joe, FNP                   (336) 750-3302   (336) 922-6840      (336) 403-7974
Ms. Arnetta Hauser, RN               (336) 750-3300   (336) 744-0633      (336) 655-0666
                                  MEDIA RELATIONS
Mr. William Patterson III            (336) 750-3148                       (336) 416-2847
Mr. Aaron Singleton                  (336) 750-3152   (336) 922-0704      (336) 414-9366
                                       FACILITIES
Mr. Jorge Quintal                    (336) 750-2850   (336) 725-6480      (336) 414-3276
Mr. Richard Kabis                    (336) 750-2855   (336) 659-0789      (336) 406-3664
Mr. Alan Brown                       (336) 750-2856   (336)766-0340       (336) 293-3137


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                                       DIVISION OF FINANCE AND ADMINISTRATION

Depending on the nature of the disaster, other personnel may need to be contacted. The team
leader will make this decision and initiate contact with them if required. In the event it is
necessary to provide notification of a disaster/emergency during a period when an affected
building is unoccupied, it is expected that the Public Safety Office will initiate the notification
procedure outlined above until one team member is contacted. The team member notified by
the Office of Public Safety will complete the notification process.

2.4.0 Team Duties

The team manager and coordinators are assigned the following duties:
   1) Team Manager
   a) Determine the extent and seriousness of the disaster
   a) Invoke the Disaster Recovery Plan(s)
   a) Coordinate all disaster recovery activities
   a) Name replacements to fill in for disabled or absent disaster Recovery Team members
   a) Allocate appropriate space to house the recovery activities
   a) Inform other University officials of recovery activities

   1)   Distributed Systems Coordinator
   a)   Determine the extent of system/application disability
   a)   Notify other personnel of required activities, locations, and schedules
   a)   Coordinate all interim operations functions and equipment recovery
   a)   Identify the necessary systems backups
   a)   Secure backup materials from off-site storage and coordinate delivery to backup sites
   a)   Consolidate services on to other equipment, if required
   a)   Schedule and direct the return-to-normal processing operations
   a)   Determine the extent of damage to the network servers (Novell, WWW).
   a)   Coordinate work on network cabling and electronics with Computer center Staff and/or
        contractors.




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1) Administrative Systems Coordinator
a) Review scheduled activities with users; assign priorities to applications that need to
   be restored
b. Determine which programs and data are required to meet operational needs, and then
   report these needs to Computer Center operations staff
b. Identify required involvement of subordinate personnel for data entry and report
   requests, etc.
b. Coordinate users’ disaster schedule with Distributed Systems Coordinator.
b. Determine administrative staffing requirements during recovery
b. Coordinate administrative Distributed Systems
b. Assume duties of Team Leader if required.

1) One Card Coordinator
a) Determine system and leased line requirements necessary to reactivate One Card System
a) Coordinate transfer of services to interim equipment, if required
a) Allocate resources necessary for return-to normal operations.
a) Take action to obtain appropriate space to house equipment for system needs.
a) Determine the best location for interim processing site.
a) Coordinate with Network Communications Services on wiring services.
a) Work with the Distributed Systems Coordinator to implement the best course of action
   in restoring service.
a) Act as liaison to Auxiliary Services and Aramark Gourmet Food Services, keeping them
   posted on the progress of restoration.
a) Provide Aramark Gourmet Foods Service with a hard copy list of current students on
   the various meal plans which allows them to be served in the Kennedy Dining Room.

1)   Historian/Secretary
a)   Record all disaster recovery activities.
a)   Make travel and lodging arrangements for personnel.
a)   Provide support for the team Manager and coordinators.
a)   Insure disaster history is documented.

1) Facilities Coordinator
a) Provide any needed services, equipment or supplies at his disposal. This includes, but
   is not limited to construction of temporary facilities, data and electrical
   wiring, equipment, transportation, and manpower.
a) Provide additional support for the Team Manager and coordinators, as needed.

1) Auxiliary Systems Coordinator
a) Review operational needs with staff; assign priorities to applications or facilities that
   need to be restored.




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    a) Determine which programs and data are required to meet operational needs, and then
       report these needs to Team Leader.
    a) Identify required involvement of subordinate personnel. Assign tasks to them as
       necessary.
    a) Determine auxiliary staffing requirements during recovery.
    a) Coordinate auxiliary Distributed Systems.

2.5.0 Team Members Home Directions

2.5.1 Team Leader

2.5.2 Distributed Systems Coordinator

2.5.3 Administrative Systems Coordinator

2.5.4 Auxiliary Systems Coordinator

2.5.5 Secretary/Historian

2.5.6   One Card Coordinator

5.1.8   Human Resources

The Department of Human Resources exists to provide comprehensive human resources
services to Winston-Salem State University. The area coordinates the recruitment of EPA non-
faculty and SPA positions and provides classification, recruitment, and selection.

The department is responsible for the following: benefits, salary, and leave administration, in
addition to position management, unemployment compensation, workers’ compensation,
Americans with Disabilities Act, Family and Medical Leave, and staff development and
training.
                                        Department Staff

Staff Member                                      Title
Edward F. Hanes, Jr.                              Interim Associate Vice Chancellor
Otis Chilton                                      Personnel Officer II
Frederick Terry                                   Computing Consultant I
Sylvia Gwyn                                       Personnel Officer I
Ann Joyce                                         Personnel Technician III
Priscilla Blackwell                               Personnel Assistant III
Rosetta Brodie                                    Personnel Assistant III
Sherrie Harris-Yarboro                            Technology Support Technician

The department’s website address is: http://www.wssu.edu

5.1.9 Purchasing System

Beginning January 2007, all personnel will have access to university purchasing card. The p-
card allows direct purchasing from vendors with charge back to the specific department. If the
p-card is not acceptable, any processing of purchase orders for placement with vendors would
require confirmation from the budget office or the administration that funds are available.


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                                       DIVISION OF FINANCE AND ADMINISTRATION

Daily Processing
A) Responsible Person: Purchase Office Staff
              Back up: Purchase Office Staff

Function

Daily entry of hard copy requisitions into the BANNER purchasing System.

Supplies
           a)   Computer with Ethernet card to BANNER
           a)   Calculator
           a)   Sorter Boxes
           a)   Pens and Pencils
           a)   Desk, Chair


Contingency Plan

Should the Banner purchasing system not be available, hard copy requisitions would be held
until the system is available. If the item requisitioned is a rush, the purchasing agent will call
the order in using the requisition number as the purchase order number.

B) On-line entry of requisitions

Responsible Person: Person authorized to do data entry on-line in each department that is on-
line.

Function
To enter requisitions on-line as required by the department




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                                      DIVISION OF FINANCE AND ADMINISTRATION

Supplies

           a)   Computer with Ethernet card to BANNER
           a)   Internal Entry Forms
           a)   Pens and Pencils
           a)   Desk, Chair

Contingency

Departments will not be able to enter any requisitions if BANNER is unavailable. Requisitions
would be held by the department until BANNER purchasing is available. If order is an
emergency or prolonged loss (a week or more) of computer services, a hard copy requisition
could be typed and brought to Purchasing where the specific agent would place the order using
the requisition number as a purchase order and entered later by Purchasing when the system is
available.

C) Processing of requisition (hard copy or on-line to purchase orders)

       Responsible Person(s)        Director of Purchasing
                                    Assistant Director of Purchasing
                                    Purchasing Agent(s)

       Function

       Review items requested to be sure that University and State Purchasing
       policies/procedures are being followed. To insure items requested are ordered from the
       proper sources.

       Supplies

           a) Computer with Ethernet access to BANNER and Internet
           a) Printer
           a) Calculator
           a) Desk
           a) Chair
           a) Telephone
           a) Reference Manuals/Reports (Banner Purchasing, Commodity Numbers and
              account numbers)
           a) Purchasing Forms (Purchase orders and requisitions)




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                                         DIVISION OF FINANCE AND ADMINISTRATION

           Contingency

           No purchase orders can be assigned if BANNER is unavailable or if the BANNER
           Purchasing System is non functional.


           If the requisition is an emergency or for prolonged loss (week or more) of computer
           services, the agent can call the order in using the requisition number. A confirming
           purchase order will be issued once the system is available.

           D) Printing of Purchase Orders

           Responsible Person: Purchasing Staff
                   Back Up: Purchasing Staff

           Function

           To print requisitions that has been worked through the Banner Purchasing system by
           the agents. These can be either from a hard copy requisition or an on-line
           requisition.

           Supplies

                      -   Computer with Ethernet access to BANNER
                      -   On-Line printer with tractor feed to print 3-part purchase order form
                      -   Purchase order form
                      -   Desk, chair

Contingency Plan

       If purchase orders cannot be printed due to a failure of the BANNER Purchasing
       System, orders with purchase order numbers assigned but not printed will be called by
       the appropriate agent. Order would be confirmed.

       If there is a prolong loss (week or more) of computer service, requisition numbers will
       be used as purchase order numbers and entered in the system as purchase order
       numbers when available. If necessary for processing for payment, a purchase order
       can’t be typed using a blank purchase order form.

E) On-Line Receiving

       Responsible Person: Central Receiving Manager
                Back Up: Staff

Function To electronically enter items marked received from the departmental receiving reports
returned to Central Receiving.




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                                        DIVISION OF FINANCE AND ADMINISTRATION

       Supplies

                     -   Computer with Ethernet access to BANNER
                     -   Received Stamp
                     -   Pens
                     -   Blue Copy Tracer Forms

Contingency Plan

Departmental receiving reports will be held until Banner Purchasing System is available.
If there is prolonged loss of computer services (a week or more), receiving copies from
departments will be sent to accounts payable for processing and payment.

5.1.10 Fixed Assets System

Responsible Person: Fixed Assets Officer

Function

Fixed assets and surplus property

Supplies

Fixed assets control sheets, surplus property sales receipts, commodity classification index,
chart of accounts, building codes various fixed assets reports.

Contingency Plan

If the Banner System should fail, hard copies of purchase orders can be obtained from the
Purchasing office and tagging will continue. Surplus dispositions and relocations can be
handled with hard copies until the system is available.


5.1.11 Accounts Receivables

I. Tuition Management Systems (TMS) Tuition Payment Monthly Processing

       Responsible Person: Director of Billings and Receivables
       Backup:             Lead Cashier

Supplies




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                                       DIVISION OF FINANCE AND ADMINISTRATION

       -Transaction roster from TMS

       1.     Minor Disaster Deposit Check or certify EFT through Statewide Information
              Processing System. Hold transactions until computer has been restored.
              Office of State Treasurer 1-919-733-6291
       2.     Moderate Disaster Hold transactions until computer has been
              restored. Transaction roster can be obtained from TMS for information.
       3.     Major Disaster move to off-site location and manually post TMS
              transactions using cash receipt transactions.

II.    Accounts Receivables

       Function

       A) Daily transaction, posting transactions, month-end and year-end

       Responsible Person: Lead Cashier

       1.     Minor disaster batch and hold transactions until computer has been
              restored. Account inquiry will be deferred until system is restored
              and deposit certifications will be confirmed via telephone to State
              Treasurer’s Office.
      2.      Moderate disaster batch and hold transactions until computer has
              been restored. Account inquiry will be deferred until system is restored and
              deposit certifications will be confirmed via telephone to State Treasurer’s office.
       3.     Major Disaster-Move off-site to enter and post transactions and process month
              or year-end. Depending on time period, month-end and year-end may have to
              be moved off-site after 3 days to process closing. If system goes down
              during processing, verify after restoration by checking list entry or by last edit
              or posting printouts.


B) Past Due Billing
Function
        Processed twice per semester

Responsible Person: Director of Billings and Receivables
Backup:             Office Staff




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                                       DIVISION OF FINANCE AND ADMINISTRATION

       1.     Minor Disaster – wait until computer has been restored.
       2.     Moderate Disaster – Wait until computer has been restored.
       3.     Major Disaster – Wait until computer has been restored.

C) Registration Billing

Function

       Processed approximately 1 month prior to beginning of each semester up
       to approximately 1 week prior to beginning of each semester.

Responsible Person: Director of Billings and Receivables
Backup:             Office Staff


       1.     Minor Disaster – wait until computer has been restored.
       2.     Moderate Disaster – Wait until computer has been restored.
       3.     Major Disaster – Move off-site to process and print registration billing.

D) Registration

Responsible Person: Lead Cashier

       1.     Minor Disaster – process payments manually and prepare paid receipts
      2.      Moderate Disaster – process payments manually and process paid receipts
       3.     Major Disaster – Move off-site to process payments

E) Financial Aid Refunds

Responsible Party:    Office Staff
Backup:               Office Staff

Supplies:     Alternative Check Signers located in the office of the Vice Chancellor for Finance
              and Administration, Blair Hall 103 (office unit 104)
               - Paymaster 828 Continuous feed
               - Paymaster Single Check Signer


                          1. Minor Disaster - Do not process until computer is restored. If an
                             emergency arises a hand typed check be may arranged using the
                             alternative check signing method.




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                                         DIVISION OF FINANCE AND ADMINISTRATION

       2.       Moderate Disaster - Do not process until computer is restored. If an emergency
                arises a hand typed check be may arranged using the alternative check signing
                method.
       3.       Major Disaster – Do not process until computer is restored. If an emergency
                occurs, a hand typed check may be arranged. Due to complexity of verifying
                enrolled hours, financial aid, fines, balances, etc., manual financial aid refunds
                are not an option for all students.

5.1.12 Banner

Daily Processing Cycle

Responsible Person: Director of Systems Accounting
Backup:             Office Staff

Supplies – data entry computer print outs
AP and FA Batch Header Forms
Cash Disbursement Form
Cash Receipts Form
Journal Entries Form
Budget Revision Form
Transfer Form
Requisition for Funds Form
Travel Forms
Cash Balance Forms
Original copies of all above forms are stored on floppy disk and the C drive.

Minor:
No processing done. Daily reports can be used to confirm/resubmit data lost at time of crash.
Cash receipt transactions will be batched by date for entry upon restoration as well as any other
transactions that may be submitted to data entry for processing.

Moderate
No processing done. Same procedure used as in Minor.

Major:
If the system is down more than five days, off-site location. During interim period, transactions
processed and held for entry upon restoration. Disasters under any of the three scenarios which
occur within 3 days of either month or year end cutoffs will result in restoration of BANNER to
be critical. See month-end/year-end plan for actions to be taken.
Division of Finance and Administration




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                                       DIVISION OF FINANCE AND ADMINISTRATION
Check Processing

   •   Checks printed/typed by data entry personnel.
   •   Alternative checks stored both on and off-site. Off-site to be limited to one box for each
       of the three banks (academic, trust, and capital improvement)
   •   Alternative checks are obtained from Westley Business Forms 336-969-9101
   •   Check numbers and State specifications on file with Westley.
   •   If manual processing and payment of invoices is required, checks will be manually
       typed and signed with the alternative signature method, batched and original invoices
       held until system is restored to latest backup date.
   •   At the point of disaster, criteria to be followed in determining checks to be prepared
       manually will be identified in consultation with the Vice Chancellor for Finance &
       Administration and the University Controller as different critical points exist throughout
       the year.
   •   All manually typed, emergency checks to be approved by the VC Finance and
       Administration.

   Minor
   • Critical for 1 to 5 days
   • Checks will have to be manually typed. Paperwork batched and held until system is
      restored and then entered into BANNER Finance.

   Moderate
   • Critical after 5 days
   • No processing unless emergency
   • Emergency checks will be manually typed
   • Paperwork batched and held until system is restored and then entered into BANNER

   Major
   • Critical after 5 days
   • Checks will have to be manually typed and data batched and held until system is
      restored.
   • Vendors to be notified of late payment
   • The outstanding encumbrance report would be used to determine what has not been
      paid.
   • Relocate to an off-site facility.

   Financial Aid Student Refund Checks critical +/- two/three weeks into each semester

   Minor
   • Notify check recipients that checks will be late by one to three days




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                                   DIVISION OF FINANCE AND ADMINISTRATION

Moderate
• Notify campus checks will be late. Emergency to be determined by Billings and
  Receivables Director and decision to manually type checks approved by Vice Chancellor
  for Finance and Administration
• Batch and hold paperwork for entry into BANNER

Major
• Critical after drop/add of each semester.
• Decision to manually prepare checks to be determined in conjunction with Vice
   Chancellor for Finance & Administration and the Manager of Student Accounts
   Receivables.
• Delays beyond 2 weeks will require that an off site facility be located. Complexities in
   determining manual, financial aid refund amounts through Accounts Receivables
   suggest that manual preparation of such would be impractical. However, should the
   information be provided from Student Accounts Receivables sufficient to prepare
   manual checks, one or two stations would be put in place to prepare checks as requested
   by students. A schedule of disbursements would need to be put in place and the student
   population informed. This schedule would be developed in conjunction with student
   accounts receivables. Paperwork batched and held for entry into BANNER.

Requisition for State Funds

Minor
Necessary only when manual checks are written from State Funds. Requisition would be
typed and faxed to State Controller’s Office, Cash Management Officer, fax #919-875-3845,
Phone: 919-981-5486 or 919-981-5498. Call and verify funds available before checks released.
If possible go off site to do electronic transfer of funds.

Moderate
Same as for Minor

Major
Same as for Minor

Quarterly Allotments
Deadline: due not less than twenty days before the beginning of the quarter covered by the
request.




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                                     DIVISION OF FINANCE AND ADMINISTRATION
Minor
With copy of prior month BD701 acquired from Netscape, manually tape and submit to
State Controller, Budget Division, Raleigh as usual. If unavailable to Internet, have previous
year’s allotment stored on disk.

Moderate
Same applies as for Minor


Major
System not up before deadline, would do an estimate based on prior year’s expenditures.
Data is stored on disk. If disk unavailable, call State Controller’s Office for permission to
send estimate based on prior year’s expenditures and revenues.

Cash Management System
Deadline by the first day of the beginning of the quarter
Submitted on line to State Information Processing System (SIPS)

Minor
Contact State Controller’s Office -- Cash Management Officer Phone: 919-981-5486 or 919-
981-5498.

Moderate
Same as Minor

Major
Go to off site location to submit quarterly estimates. If unavailable, submit manually

Month-End Reports

Minor
Contact State Controller, 919-981-5454, 3512 Bush Street, (Mailing Address: 1410 Mail Service
Center) Raleigh, NC 27699-1410 and explain situation. Process reports as soon as system is in
operation

Moderate
Same as for Minor

Major
Request extension. Reports due 10 working days after month-end. If extension not granted,
move off site.




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                                         DIVISION OF FINANCE AND ADMINISTRATION

   Year-End Reports
   Due 10 working days after June 30th
   Minor
   Process reports as soon as system available

   Moderate
   Process reports as soon as system available

   Major
   Contact Office of State Controller (OSC).
   Process as soon as system available in all three scenarios for both month end and
   year-end reports, the timing of the disaster is critical. If within three days of due date
   and OSC cannot grant exception, an off site location must be found immediately.


5.1.13 Accounts Payable/1099 Program

Invoice auditing/voucher preparation

Responsible Person: Accounts Payable Manager

This process can be done manually for emergency checks if necessary. The applicable accounts
payable vendor file will be searched using the vendor number on the purchase order to
determine that previous payment has not been processed. If payment is appropriate, a prepaid
voucher form will be prepared and submitted to data entry for processing and check
preparation. Vendor number assignment will be held until the system is restored to assure that
the correct number is assigned for payment history, 1099 reporting, etc. Accounts payable must
assign the number to the prepaid voucher form prior to BANNER entry.

Minor Disaster

Only emergency checks will be issued until the system is restored. Definition and
determination of “emergency” to be provided at time of disaster from University Controller or
Vice Chancellor for Finance and Administration

Moderate
Same procedure to be followed as for Minor.

Major
Invoice auditing can continue under a manual process for an extended time if
necessary. However, under a major disaster wherein the accounts payable paper files are
destroyed, determination of invoices requiring payment becomes a more difficult task.




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                                            DIVISION OF FINANCE AND ADMINISTRATION

  BANNER files will need to be restored. Using BANNER reports and various standard screens,
  purchase orders requiring payment--and the applicable vendor--can be determined. From this
  information, vendors can be notified of delayed payment or duplicate invoices requested. Upon
  restoration, standard system edits will identify those invoices submitted for payment which
  have been previously processed. Should a major disaster occur near financial aid refund time or
  within 2 months of year-end, restoration of the BANNER Accounts Payable module becomes
  critical.

1099MISC - Critical times: January 30 when paper copies are mailed to payees. Information is
  generated with BANNER 1099 Programs. Actual preparation of the 1099 form can be done
  manually from either the University 1099 program which is either on the network and stored
  offsite or from a purchased 1099 package. However, information to prepare the 1099 requires
  restoration of the BANNER Accounts Payable module. Depending upon the time of the
  disaster, this restoration could be critical. Under a major disaster during this critical time, the
  IRS would be contacted requesting a short extension for 1099 issuance.




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1099 forms can be obtained from the same state-approved vendor the originals came from. Due to
changes from time to time, Purchasing would have to be contacted about the appropriate vendor.
February 28 is the deadline for submitting electronic 1099MISC files to the IRS. They will accept it on
written request from filer.

Over the phone approval can be obtained by calling the Martinsburg Computing Center at (304) 263-
8700, but they will require a follow-up letter which can be sent to:
Internal Revenue Service, Martinsburg Computing Center, P.O. Box 1359, Martinsburg, WV 25401. A
written approval for late filing will be sent to us by return mail.

5.1.14 Loans Management System

The University uses Campus Partners for billing, collecting, maintaining account histories and
reporting on all student loans (Perkins, Nursing, and Institutional. For all new loans, the WSSU
collections officer completes a Campus Partners Input Form and mails to:
Campus Partners, P.O Box 2902, Winston-Salem, NC 27102-2902. Subsequent advances are recorded
on Campus Partners Advance Transmittal form. The original promissory note is maintained in a
fireproof cabinet.

The WSSU collections officer can update Campus Partners files through a system called Data-Link.
Data-Link is communications software provided and maintained by Campus Partners. Campus
Partners also supplies the other data input forms (Input Form and Advance Transmittal).

If the Data-Link system goes down, the collections officer updates the student loan files by manually
posting to the data input forms and mailing them to Campus Partners. The collections officer uses
the monthly hard copy reports and microfiche to research and respond to borrowers.

The collections officer number is 336.750-2816 or 336.750-2817 and the telephone number for Campus
Partners is 800-458-4492.

5.1.15 Payroll

SIPS Applications
IMS-PXDPR is the major application wherein we process all payroll transactions interactive with the
State Payroll system. This application is the number one priority for recovery with the timing of the
disaster a major factor in determining how critical recovery/contingency plan implementation is.

Minor

Critical entry period is within two days of entry deadline for mid-month or month-end payroll.
Notify Central Payroll State Management Analyst, telephone number 919-981-5540. Fax copies of the
transmittal to Central Payroll, fax # 919-981-5570 where they will finish keying the information
required to process checks. Other than these days, we can wait until the next day to perform data
entry.




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Moderate

There are no campus users interactive with the payroll system; thus, restoration to campus
users is not an issue. The payroll application requires SIPS access as the programs are resident
on the Central Payroll Computer, which goes downs frequently. Downtime of the SIPS network
is less frequent but it does occur.

As such, we have experienced several minor and moderate tests of our recovery plans. Upon a
crash and subsequent restoration, we must reconcile batch totals with Central Payroll and
coordinate with them to resolve any differences. We must ascertain that the last transactions
entered have posted to Central payroll and resolve differences to the point where the last
transaction has been accepted by Central Payroll. If we have a prolonged loss of computer
services, either locally or at Central Payroll extending beyond a week, we would go into a
manual procedure mode. We would still use Word and Excel residing on our local drives for
some of our information processing, but most would be manual. We would post all of our
changes on our monthly or mid-month transmittals and mail these transmittals to Central
Payroll, 3512 Bush Street, Raleigh, NC 27609, attn: State Management Analyst. If time is limited we
can fax or FEDEX these transmittals. We would have to fax the requisition to transfer the funds
to pay the payroll. We would use the check register received from the Central Payroll Office to
pay the payroll. Our payroll file is an electronic feed to BANNER, so we would ask central
payroll to hold this file until such time as the system is up and can accept it. We have complete
files for all employees as well as printouts of BANNER accounts, so we would manually look
up information for any questions an employee or outside individual may have about payroll.

Major

Accessibility to an office with two microcomputers is needed. Central Payroll will be contacted
and requested to transmit copies of our last payroll. This will enable us to know the status of
the last payroll. We would post these transactions to a manual transmittal and mail to Central
Payroll for them to key. Once the network processes are restored, we would have Central
Payroll submit our electronic files for BANNER processing.

If no offices or equipment are immediately available, we would then contact Central Payroll to
establish access to the system, contact the Business Affairs Systems Administrator for a copy of
our data files, and drive either to another university or to Raleigh to process the payroll.




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NCAS--North Carolina Accounting System
Aside from the month of August, utilization of this application is minimal. This application
is used primarily during the 13th month process to download and extract Comprehensive
Annual Financial Reports (CAFR) generated from DBS updates processed by OSC. While it
would be possible to function without recovery of this application during 13th month, Fax
NCAS entries to OSC, locate BANNER site, recovery would be desirable. Under OSC
current deadlines, the last 9 working days of August are the critical period of utilization.
However, should a major disaster occur, recovery should not be considered mission
critical.

Application programs and data files are on BANNER. Additionally, the OSC could be
asked to retransmit the needed files if necessary.

Minor, moderate or major

Should a disaster occur within the last 3 working days of August, processing would
continue manually. The Office of State Controller (OSC) Accounting Analyst would be
contacted to request that OSC review WSSU CAFR reports for any errors/exceptions.
Additionally, faxed copies of CAFR reports 11 and 55 would be requested. These are
needed to complete the CAFR conversion package due at OSC 8/31/xx. The Controller’s
Office main telephone number 919-981-5454, Accounting Analyst 919-981-5487 and fax 981-5560.

DBS Transmittal--VMS menu options Separate options exist for Controller's Office to
transmit DBS transactions to OSC:
* DBS/NCAS
* DBS/NCAS Accrual

DBS/NCAS
DBS/NCAS is used to transmit cash basis transactions to OSC. This application is not
critical except during the first 10 days of the month during the non-critical time, OSC
would be notified to request exception to the monthly transmittal deadline. If a disaster
should occur within the critical time, restoration of this application or an off site location
needs to transpire immediately. End of month transactions are due at the OSC by the l0th
working day +/- for each month. This application requires SIPS access for electronic
transmittal of files.

DBS/NCAS Accrual
This application is used to transmit 13th month transactions to the OSC. Processing is
identical to the DBS/SAS option, except the critical period essentially covers the entire
month of August. While it might be possible to forego processing the first two weeks of
August without this application in place, the last two weeks of August require a 24hour
recovery, maximum. Manual processing of transactions is not an option.




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BANNER 13th Month

August is a critical month for BANNER 13th month. During this month, disasters resulting in a
recovery of greater than 24 hours require that an alternate site with SIPS access be found
immediately. Additionally, access to 13th month in September is also critical, except that a
recovery of 2-3 days is workable if not within the last week of September, which needs 24 hours
or less. Reports on hand or recreated can be used to verify restored files. Additionally, trial
balances from OSC can be used to compare and/or reconcile local reports and identify those
transactions already processed by OSC/WSSU.

Prior year files and transactions are stored offsite and on BANNER; thus, it would be possible to
totally recreate 13th month if needed. Prior year journal entries are stored in the cabinet in the
financial reporting office and may be used as reference points for reconstructing current year's
13th month activity. BANNER is backed up every morning at 4:15 am and the backup is copied
to tape and stored off site. Where possible, manual processing and batching of journal entries
for entry upon system restore would continue.

Minor, Moderate and Major

Should a disaster occur within the critical times identified in the discussion, immediate recovery
or identification of another location needs to occur within 24 hours, except as noted above for
each. Outside of these critical times, operations can continue for an extended period without
these applications being in place.

5.1.18   Public Safety

The Police Records Management System is the only computer application in Public Safety. This
system maintains all police records and is used to report electronically to the SBI. All
computerized files are backed up by hard copy files in our office, although the SBI will accept
electronic reporting only. The system software is housed on the Public Safety Network which is
housed the Public Safety Building. There are no other offices on campus which depend on
information from the Police Records System.

The computerized files can be restored by data entry operations from our hard copy files when
computing services are restored.

5.1.19 University Print Shop

The primary purpose of the computer devices in this department is for print output, not
accounting or record keeping processes. The print shop currently uses Microsoft 2003
applications as well as Adobe products for the Macintosh.




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Recurring jobs are stored on the splash and in the DT 135. In the event of network loss, the
Compaq and Macintosh are both equipped with zip drives. There is also a job restore function
on the DT 135 that can also be used for emergency recovery.

Xerox Analyst, as well as Xerox Service Technicians would be essential in restoration of Xerox
Systems. EDS,
Xerox
computer support department would aid in restoration of personal computers owned by Xerox.

6.0.0. Physical Facilities

6.1.0 Divisional Netware and Web Servers

6.1.1 One Card System

The CBORD, THE CBORD GROUP, INC, CS GOLD Server, Oracle software and transaction
processor and data base server is located in Room 1101 of the Elva Jones Computer Science
Building. There are no special electrical or environmental requirements for the server. One 120
VAC circuits provided electrical service with one UPS power pack attached. The minimum
space required to accommodate the server would be approximately 25 square feet. All card
service readers are IP connected which permits transfer through out the campus network.
Servers can be relocated quickly to other network connected buildings in the event access to
Elva Jones Computer Science building is denied for any reason. Nightly backup of servers and
their data is processed automatically and secured by the server manager.


All door access equipment have individual local database within and will permit access to
patrons assigned as of the last download prior to any network failure provided electrical service
is uninterrupted.

Copies of vendor supplied manuals are kept by the One-Card office, in the event of a disaster
additional copies of these manuals can be supplied by the vendors on-line or via overnight
express system support. On-line system support (1-866-789-2977) is on continuous contract.

6.1.2 Mainsaver Maintenance Management System
(Mainsaver Maintenance Management System is now located in servers at the Elva Jones
Computer Science Building. There is no longer a file server located in the Physical Plant
compound. However, there is a Building Distribution Frame. The Physical Plant compound is
a two story, concrete and masonry structure situated to the northeast of the University campus.
Utility services are similar to that of the campus with electrical, telephone, water and sewer




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services. In the event of a natural or man made disaster not definitively destroying the building
(in particular the area containing the obsolete file server) and integrity of the LAN, limited work
could be maintained in a work area of 1200 square feet in the basement accommodating twelve
to fifteen personnel. AutoCAD functions are located in another facility and while networked
may also function as an independent station. The facility has all normal utilities. It does not
have a permanently installed auxiliary electrical generator. The Physical Plant does have a
portable generator available if the need arises.


6.1.3. CAD Station

SEE SECTION 6.1.2

6.1.5 WSSU Bookstore

The WSSU Bookstore consists of two separate areas in the Cleon F. Thompson Student Services
Center. The main sales floor area and a storage area on the ground floor. Necessary utility
service would be telephone and electricity. In the event of a disaster resulting in the destruction
of the entire building, an alternate site would be necessary. The WSSU office of Auxiliary
Services and Follett Higher Education Group will determine and agree upon an alternate site.

In the event of a disaster, all accounting and textbook information would be unavailable until
the daily backups could be obtained from the bookstore. All backup disks and tapes are kept in
a fireproof safe located in the back office of the bookstore. Once these disks and tapes were
obtained, they could be loaded into a computer with the help of a Follett Support
representative. All information regarding the WSSU Bookstore’s website is stored on a server at
the home office of Follett Higher Education Group in Oakbrook, IL. Service to the site should
not be interrupted unless they are experiencing a similar disaster.

6.1.8 Human Resources

Human Resources is currently located in the Hauser Building, Suite 200 with the capacity to
staff nine employees. This site is easily accessible for applicants and/or employees with
disabilities.
Minimum Requirements

Minimum Requirements include the following:

   •   A facility with desks and chairs for at least six employees
   •   Personal computers (6) and printers (2)
   •   Telephone and electricity (heating and cooling)
   •   Bathroom and water facilities




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Alternative Site(s)

The determination of an alternative work site must be based on the degree of damage to the
current location. Thus, if the department has experienced partial damage, then it follows that
furniture and equipment should be rearranged to set up temporary working quarters. If the
department must completely relocate, the alternative site is based first on availability, second on
ADA considerations. Finally, if none of these options is workable, the department will seek
administrative approval to operate out of other State facilities or establish a telecommuter work
procedure for staff.


6.1.9   Purchasing System

In the event a disaster occurs, relocation of personnel may be necessary until suitable space can
be secured. Finance and Administration is responsible for assignments for space needed. The
contact person for Finance and Administration is Jorge Quintal, Associate Vice Chancellor for
Facilities Management (336) 750-2855, cell (336) 414-3276 and home (336) 725-6480.

The following is a guide regarding space requirements for alternate sites(s) should loss of the
building housing WSSU Purchasing occur:

Support Staff 456 sq. ft. (current) 200 sq. ft. (minimum)
Purchasing Agents 711 sq. ft. (current) 200 sq. ft. (minimum)

6.1.10 Fixed Assets System

Fixed Assets is located in the Central Receiving area of the Old Maintenance Building. The
office is partitioned sectioning work areas. The assigned space for the Fixed Assets Officer along
with the Central Receiving Staff is sectioned with one entrance area and windows along one
side of the office. In the event of a disaster, a space for the Fixed Assets Officer would be
needed. The space should be large enough for a desk, chair, telephone and copier. An alternate
site for Fixed Assets would be in Eller Hall located on Bank Street. There are network lines at
this facility.

6.1.11 Accounts Receivables

I. Tuition Management Systems (TMS) Payment Plan
       a. Office space (10 ft x 10 ft)
II. Accounts Receivables
        a. Daily transactions, posting year transactions, month-end and end office space
          (10 ft x 10ft)
        b. Past due billing, office space (10 ft x10 ft)




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c. Registration billing, office space (20 ft x 20 ft) .103
        d. Registration, office space ( 20ft x 50 ft)
6.1.12 BANNER

Space to accommodate twelve employees with PC’s, calculators, printer, typewriter, telephone,
electricity, computer lines, and desks.

Alternative work site on-campus in another building or computer center to be determined by
Business Affairs Office, which has facilities responsibilities.

6.1.13 Accounts Payable/1099

At least a 10’ x 20’ indoor space, telephone access, electrical access


6.1.14 SCT BANNER USERS MANUAL

Approximately 300 sq. ft of office space with equipment identified in 3.0.

6.1.15 Payroll

Our current facility is a small office containing three work stations. To operate most efficiently,
we would need approximately the same amount of space, with two telephones and the
equipment previously detailed. We could move into any building that has network lines.

6.1.16 13th Month/North Carolina Account System (NCAS)

Approximately 175 square feet of workspace with BANNER access and telephone connection

6.1.17 Public Safety

The Traffic Office operates from an 18’ x 24’ room with a service counter and a customer lobby.
The minimum space needed for relocation would be 18’ x 24’. A telephone would be necessary,
as would adequate lighting, BANNER connections if service remains available, work surfaces
and storage space. Some possibilities would include one snack bar area on the concourse of the
Elva Jones Computer Science Center or a conference room or meeting room in the Anderson
Center or the Administration Building.

6.1.19 University Print Shop




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                                          DIVISION OF FINANCE AND ADMINISTRATION

 The print shop located in the basement of the Hauser Building has less than 10% of operations
 dedicated to computer needs. Minimum needs for disaster recovery would depend on damage

 to printing equipment. If needed, projects from this site could be taken to another site in the
 event of a disaster, until this site is restored.
 Division of Finance and Administration

 7.0.0 Operational Procedures

 This section highlights operational procedures of affected financial affairs units, with reference
 to office procedure manuals. Where available, lists of special equipment operational manuals
 are provided.

 7.1.0   Distributed System Servers

 Supplies needed for the operation of the servers are minimal. To recreate the installation from
 scratch, a copy of the windows NT operating system software and a copy of Legato Networker
 would be needed. These are all available from Computing and Client Services. Copies of these
 are store in our off-site facility.

Backups tapes are required for the daily backups. A supply of these are stored on site. These are
very common tapes, and can be ordered from vendors in the list for rapid delivery if required. As
such, there is no need to store a supply of these off site.

 7.1.1   One Card System

 Copies of vendor supplied manuals are kept by the One-Card Office.

 7.1.2   Mainsaver Maintenance Management System

 Equipment operation manuals are maintained in the office library. All equipment is generic in
 nature and thus manuals located in other University divisions are suitable for reference.
 General interest application operation manuals such as Word, Quattro, Excel and Windows are
 maintained in the office library. Two comprehensive Mainsaver operation manuals are retained
 in the office. All AutoCAD and architectural application manuals are maintained at Facilities
 Planning and Engineering in a fire safe box. Replacement applications documentation is
 available from application vendors upon notice, and can be delivered the next day via overnight
 express. Data backup procedures are completed in the same protocol as other university
 applications residing at the servers in the Elva Jones Building.

 AutoCAD – Files are stored in the servers at the E.J. Jones Building and are backed up as
 necessary as drawings are created or modified maintained in the Facilities Planning Office.




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7.1.8 Human Resources

Impact of a Disaster on Operations

Faculty, staff, and the public are affected by the operations of Human Resources. If operations
ceased due to a disaster, there would be delays in processing personnel actions in every area
served by the department. However, the department has established safeguards to continue
operations to the fullest extent possible:

Computer Access

During a short period of time, (3 days or less) Human Resources can function on a manual basis
with electronic processes being handled offsite. This will occur if staff is able to remove
documents to another location for processing. Considering much of the personnel data is
transmitted electronically from Human Resources to the Office of State Personnel (OSP), these
processes can be handled via laptop computers. Certainly processes will take longer, so
procedures will be immediately implemented to ensure paychecks are not delayed.




Protection of Sensitive Information

The most sensitive information – employees’ personnel records is stored in the Personnel
Management Information System (PMIS) at OSP. In addition, the department maintains
records with paper copies of employees’ personnel files.

Safeguard Records (e.g., backups and off-site storage)

Human Resources policies and procedures are available on the department’s website. In
addition, a hard copy is located in the department and backup on diskettes that are stored off-
site. All manuals and forms are now available on-line. Those that are produced by Human
Resources are backed up on diskettes. The department also has a laptop computer that would
be utilized to access any State manuals/forms during a disaster period if on campus computer
access is unavailable.

Voice Communication Alternatives (i.e., cellular phones, etc.)

The department has a cellular phone to ensure continuous communication.




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                                         DIVISION OF FINANCE AND ADMINISTRATION
Position Advertising

In addition to the methods indicated via laptop computers, the fax machine will be set up offsite
to transmit vacancy announcements to newspapers, UNC campuses and the Employment
Security Commission.


Recruitment
Acceptance of applications and screening are manual processes and could be handled at the
designated alternative site. Coordination with the hiring manager will vary based on
accessibility. Acceptance/hiring notifications would be handled in the same manner.

New Employee Orientation

Based on the selected site, orientation can be either a manual or electronic process. All materials
are in both paper and electronic form.

Separation Procedures – Same as Above

Employee Relations – Same as New Employee Orientation

        Personal Manual
        Salary Administration Book
        Financial Manual
        Salary Schedule Book
        Faculty Handbook –
        Position Listing Book
        BD 119
        Human Resources Manual
        State Information Processing Services Manual (SIPS )
        Retirement: Short Term Disability (STD)/ Long Term Disability (LTD) Manual
        Forms Processing Guidelines
        All of the above are available in the office of Human Resources

7.1.9   Purchasing System

Operational Procedures

        A.    Equipment Operational Manual
              A copy of the manual for the Hewlett Packard LaserJet 4250n Printer used for
              printing purchase orders is available in the Purchasing secretary’s files and a
              copy in Purchasing assigned storage located in Central Receiving.




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                                        DIVISION OF FINANCE AND ADMINISTRATION

       B.      Purchasing Policy and Procedures Manual
               Copies are available in the Purchasing Office with another copy stored in Central
               Receiving. The manual is also available on the WSSU Purchasing website
               address: http//www.wssu.edu.

               Copies of the North Carolina State Purchasing Manual and Administrative Code
               are available in the Purchasing Department with another copy located in Central

               Receiving. Both are available on the State of North Carolina website address:
               http://www.doa.state.NC.US/PandC/

7.1.10 Fixed Assets System

       Tag equipment, gather data, write up equipment, buildings and land record forms
       Change information in BANNER system
       Data Entry
       Update Master File
       Departmental Inventories
       Surplus Property Sales
       Fixed Assets Reconciliation

7.1.11 Accounts Receivables

       TMS Tuition Payment Plan
             A. Procedure manual on file in office

7.1.12 BANNER

State Budget Manual on file in office. Duplicate copy could be obtained from a sister university
or from the State Budget Office. Chart of accounts manual on file in office. BANNER System
procedures manual hard copy in office. Duplicate could be obtained from SCT Corporation or
from sister university. Policy and Procedures manual hard copy in office.

7.1.13 Accounts Payable/1099 Program

A copy of the operating procedures is available in the Accounts Payable department (hard
copy) and resides on floppies both on and off site. Sales tax regulations and technical bulletins
can be obtained from the NC Department of Revenue at short notice by calling 336-761-2314.

7.1.14 SCT BANNER USERS MANUAL
Manuals/Procedures




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                                        DIVISION OF FINANCE AND ADMINISTRATION

Office procedures – hard copy maintained in office. Copy of procedures kept off site on disk at
the residence of the Director of Financial Aid.

In the event manual is destroyed, another copy can be obtained from the State.

Federal Perkins Financial Aid Handbook (Perkins Student Loans) additional copies can be
obtained from the US Department of Education at Campus Based Programs at 202-708-6726.


Federal Perkins Loan/National Direct Student Loan Programs Director of Designated Low
Income Schools for Teacher Cancellation Benefits. Additional copies can be obtained from the
US Department of Education at Campus Based Programs at 202-708-6726.

Student Financial Aid Guidelines (Nursing Student Loans) Additional copies can be obtained
from the Additional copies can be obtained from the US Department of Health and Human
Services, Room 16A-09 Parklawn Building, 5600 Fishers Lanes, Rockville, MD. 20857.

7.1.15 Payroll

The payroll procedures manual is located in the Payroll and Controller’s offices. If this manual
is unavailable, a copy can be obtained from another university, or Central Payroll.

7.1.16 13th Month/North Carolina Accounting System (NCAS)

A copy of the operating procedures for the NCAS is on file in the financial reporting office and
on the web.


7.1.17 Public Safety

Operational procedures are described in the office procedures manual.

7.1.18 University Print Shop

The Xerox Operational Manual is on file in the university print shop located in the basement of
the Hauser Building.


8.0.0   Supplies

8.1.0   Divisional Netware and Web Servers




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                                       DIVISION OF FINANCE AND ADMINISTRATION

CBORD, THE CBORD GROUP, INC, CS GOLD One-Card Office. Representative Martin
Rasberry (1-901-867-7539).

8.1.1   One Card System

Supplies

        1. Pre-printed cards with “Winston-Salem State University and Rams logo”
           with magnetic strip on back of card.
        2. Pencil and Pens
Division of Finance and Administration
        3. Refund request forms

Minor:
Without electrical power, the One Card System cannot operate. In a situation where electric
service was lost, the system would be out of service until such time when power could be
restored. Network failure, plant damage etc. servers could be relocated to the Thompson Center
or any other network to all services that are network connected to any linked TCP/IP location.

Equipment loss (power surge, lightning strike, etc.): software and backups could be loaded into
replacement computers and transactions could be processed as normal.

Major:
Building and equipment destroyed. Software and backups could be loaded into replacement
computers and servers at any location designated TCP/IP.

8.1.2   Main saver Maintenance Management System

All computerized Physical Plant applications produce application specific forms and thus no
outside vendor forms are required. The major supply requirements are paper (approximately
two cases per week) and print cartridges for HPIII, HP4V and HP4 Plus laser printers. Paper
supplies are available from a contract vendor. A two-month supply of printer cartridges is
maintained in the office with vendor replacements available at two weeks delivery. The plotter
printer utilized in the AutoCAD function requires continuous feed roll paper. A replacement
roll is retained in the general office supplies to support all activities are maintained by the
office.

8.1.8 Human Resources

The Office of Human Resources has prepared a packet of the necessary forms listed below for
off site storage. Many of the forms are also stored on diskettes. Thus, they could be printed
and/or duplicated as needed to meet off-site operational requirements.




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                                     DIVISION OF FINANCE AND ADMINISTRATION

Forms/Polices List

       Budget Revision Form
       Computer Repair Request
       Disciplinary Policy and Procedures for SPA Employees
       Educational Opportunities Program
       EEO Policy Statement
       Employee Performance Management Program
       Family Medical Leave Act
       Grievance Policy and Procedures for SPA Employees
       Holiday Schedule
       Interdepartmental Invoice
       Performance Pay Dispute Resolution Procedures for SPA Employees
       Policy on Illegal Drugs
       Purchase Requisition
       Travel Authorization and Reimbursement Form
       Vehicle Request and Invoice
       Voluntary Shared Leave Program
       Work Request – Physical Plant Department
       Workplace Violence Incident Report

Employment/Processing/Resignation

General

       State Application for Employment
       Application for Employment – Continuation Sheet
       EEO Compliance Summary
       Hiring Notification
       Hiring Recommendation Form
       Immigration and Naturalization Service (1-9)
       Personnel Action Request
       Recruitment Form
       Request for Prior Service
       Separation Form
       SPA Position Description Form
       Tax Exemption Certificates (OSC-30B) Federal/State Tax Withholding Form)
       Temporary Hiring Form
       Tuition Waiver Request and Application

Benefits/Enrollment/Changes
Authorization for Automatic Deposit of Net Pay Benefits
       Summary
       Employee Payroll Deductions
       Employees Timesheet
       NC Flex Information Packet, Enrollment Form
       Notice of Enrollment in Retirement System Plan (Form2)
       Optional Retirement Program Enrollment (Form ORP-IA)
       ORP Lincoln Plan Information
       ORP TIAA-CREF OPR Plan Information
       Division of Finance and Administration



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                                       DIVISION OF FINANCE AND ADMINISTRATION


       ORP –VALIC Plan Information

       State of NC TSERS Comprehensive Major Medical Plan Booklet/Application
       Tax-Deferred Annuity Program Carriers
       TSER’s Your Retirement Benefits Booklet
       UNC Choosing a Retirement Program
       UNC Long-Term Disability Plan (effective 2/1/97)
       Waiver of Group Insurance

Retirement

Long-Term or Extended STD Benefits (Form DIP-4)
Member - Transfer Between Systems (RET Form 5TR)
Refund of Retirement Contributions (Form 5)
Retirement (Form 6)
Purchase Service Credits for periods of Interrupted Service Due to Parental Leave, Pregnancy or
Childbirth (Ret 330)
Purchase Service Credits For Employment Performed after age 62 and Excluded from
Retirement
Membership (Ret-268)
Purchase Service Credits For Employment with (The Federal Government Ret-267)
Purchase Service Credits For Full-Time, Out-Of-State Public Employment (Form RET-255)
Purchase Service Credits for Full-Time Temporary State Employment
 (Ret 243-S)
Purchase Service Credits for Part-Time State Employment (RET 251S)
Purchase Service Credits for Employment with a Federally Funded Public Community Service
      Entity (Ret-279)
      Purchase Credits for Membership Service Not Earned Due to Extended Illness (Ret-285)
      Purchase Service Credits for an Approved Leave of Absence (While in Receipt of Benefits
      Under the North Carolina Worker's Compensation Act)
Purchase Service Credits For Employment Omitted from Retirement Membership Through
Error (Ret-266)
Purchase Service Credits For the Waiting Period in Effect Between June 30, 1947 and July I, 1955
(Ret-264)
Purchase Service Credits for Educational Leave or Interrupted Service for Educational Purposes
(Ret-263)
Purchase Service Credits for Military Service (Ret-262-S) Purchase service Credits Under
Voluntarily Withdrawn Accounts (Ret -261-S)
Purchase Service Credits for Employment with Unit of Local Government (Ret-252)
Short-Term Disability Benefits (Form DIP-I) 126




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                                       DIVISION OF FINANCE AND ADMINISTRATION

Other Forms:

        Authorization Agreement for Direct Deposit (RET -170)
        Authorization to Secure Award or Disallowance Information (Form D-4)
        Employee Request for Payment & Certification of Disability by Physician (Form DIP-3)
        Employer Master Worksheet for Determining Eligibility/STD Benefits (Form DIP-EI)
        Employer Request to Grant Service Credits and/or Reimbursement of Payments (Form
        DIP-E4)
        Employer’s Monthly Calculation and Authorization for Payment of STD (Form DIP-E2)
        Longevity Pay Request (Form PD-135)
        Medical Report (Ret 7A)
        Notice of Change of Beneficiary and/or Change in Name (Form 2C)
        Preliminary Determination of Eligibility for LTD Benefits/Plan’s Medical Board
        (Form Dip-5)
        Request for Determination of Eligibility for Short Term
        Retired Group Enrollment/Change Application (Ret.HM)

8.1.9   Purchasing System

Supplies

Forms Vendor for Purchase Orders and Requisitions:

Xerox Copy Center
(336) 750-2765

*30 day supply of purchase orders, requisitions are maintained in Purchasing Office

Facsimile Supplies

Ameritrend Corporation
(800) 940-2252

8.1.10 Fixed Assets System
Inventory tags
Vendor: VRM-Maximus
2514 S. 102nd Street, Suite 320
West Allis, WI 53227
Supplies
Vendor: Piedmont Office Supplies
Caddies/Clip Board
Masking Tape




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                                        DIVISION OF FINANCE AND ADMINISTRATION

Scrapers
Forms: Printed Internally
100FA Request for Property Disposition
101FA Permission to Remove University Assets
102FA Assets Control Sheets
Departmental Codes
Commodity Classification Index
Inventory Printouts of Equipment, Buildings, Land and Library Holdings
Surplus Bid Sales Information
Deposit Receipts
Current Chart of Accounts

A supply of university bar code tags is available in the Fixed Assets Office. A copy of the Fixed
Assets Manual is maintained in the Fixed Assets Office.

8.1.11 Accounts Receivables

I. TMS Tuition Plan
        a. Computer Paper
II. Accounts Receivable
        a. Daily transactions, posting transactions, month-end and year-end.
       b. Receipts can be ordered from vendor or can use blank paper and paid stamp to
          show payment.
       c. Computer paper, journal entry, cash receipts, invoices or blank paper

III. Past Due Billing
         a. Past due bills can be requested from vendors.
         b. Registration billing – Statement of student account can be ordered from vendor

IV. Registration
       a. Bills can be ordered from vendor
          Paid Stamps, adjustment data forms- order form printer or use blank paper,
        b. Supplies: pens, stapler, paper clips, rubber bands and blank paper.

 8.1.12 BANNER

See Section 5.1.12

  8.1.13 Accounts Payable/1099 Program
Pens, highlighter markups, paper clips, stapler and staples, staple pullers, paid stamp w/date,
received stamp w/date, envelopes w/Controller Logo, blank floppy diskettes, copier paper, file




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                                         DIVISION OF FINANCE AND ADMINISTRATION

folders, pressure sensitive label 3 _” x 15/16”, and prepaid and regular voucher forms. Supplies
may be borrowed from other departments.

8.1.14 Nursing Student Loan Promissory Notes

A copy of each promissory note is filed in a fireproof vault in the basement of Eller Hall.

Additional copies can be obtained from the US Department of Health and Human Services, Room
16A-09 Parklawn Building, 5600 Fishers Lanes, Rockville, MD. 20857.


  8.1.15 Payroll

The payroll office provides W-4’s, summer school forms, hourly time sheets, and miscellaneous
deduction forms. The W-4 is available from the Internet, and the dual employment form is
available from the budget office.

  8.1.16 13th Month/ North Carolina Accounting System
Same as for BANNER in section 5.1.12

8.1.18 Public Safety

    •   Parking Decals: Weldon Williams & Lick, 711 North A, Street, P.O. Box 168, Fort Smith
        Arkansas 27902-0168
    •   Vehicle Registration forms and Parking Citations: Campus Print Center or B&M
        Productions, Greensboro, NC
    •   Rules and Regulations: Keiger Printing
    •   Police Forms and DCI Terminal Supplies: SBI Division of Criminal Information, 407 N.
        Blount Street, Raleigh NC 27601-1009
    •   Receipts, summary of regulations, campus maps, letterhead and envelopes, subject
        cards: WSSU Print Shop
    •   General office supplies are ordered through Piedmont Office Supplies

8.1.19 University Print Shop

There are no critical supplies for the print shop.

9.0.0 Distributions, Revisions, and Testing

9.1.0   Distribution




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                                        DIVISION OF FINANCE AND ADMINISTRATION

Upon approval, the Disaster Recovery Plan will be distributed to the following:
      1. Internal Auditor
      2. Members of the Disaster Recovery Team
      3. WSSU Chancellor’s Cabinet
      4. WSSU Director of Public Safety
      5. WSSU Emergency Management Director
      6. Posted on the ITS Website
      7. Off-Site Storage




9.2.0   Revisions

Beginning with the date of initial approval of this plan, the Disaster Recovery Team will review
the plan every twelve months. Revisions occasioned by new names, addresses, telephone
numbers, equipment changes and office relocation will be made and distributed to all holders of
the plan. Other revisions to the plan will be submitted to the WSSU Internal auditor for perusal
and approval. Those changes will be distributed upon approval.


9.3.0   Testing

At least once each year and more frequently if necessitated by major problems encountered in
testing or substantial revision of the plan, a test of the Disaster Recovery procedures will be
conducted in full or in part. Actual disasters will be also used to test these procedures.


10.0.0 Disaster Scenarios

10.1.0 Divisional Netware and World Wide Web Servers

10.1.1 One Card System

Without electrical power, the One Card System cannot operate. In a situation where
electric service was lost, the system would be out of service until such time when power
could be restored.




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                                           DIVISION OF FINANCE AND ADMINISTRATION




10.1.2 Mainsaver Maintenance Management System


Minor: Power Failure of Three Days Duration

A disruption of power from Duke Power Company of three days or less will create
disruption to the computer needs of the Physical Plant.

Moderate: Loss of Server

Loss of server ability presents limited recovery requirements if the physical hard drive or
server requires replacement. If a replacement hard drive is readily available, it may be
installed and data retrieved from the daily tape backup. If the server hardware fails or a
replacement hard drive is not readily available, an existing LAN PC may be restructured to
be the server. Each scenario requires network connectivity between the two servers. In all
events there will be a one to seven-day recovery time in which the use of hand written and
maintained records may be required.

Major: Fire Destroys the Facility

Because the Physical Plant manages its computer data with daily backup, the loss of
hardware and associated software is not catastrophic. Installation software disks are stored
on site in a fire resistant cabinet. Replacement disks are also immediately available from
vendors. A PC suitable as a single user station for the MAINSAVER and word processing is
located off site at the warehouse. Server ability will not be immediately available as fiber
  c
optic transmission lines will be damaged in such a fire requiring the installation of a tape
drive as referenced in the preceding scenario. Daily backup requirements will be manually
managed using the tape drive ability of the PC. AutoCAD capability is more restricted as
another suitable PC and plotter are not located on campus. This activity will be put on hold
until such equipment can be replaced and off-site backup data restored.


10.1.3 CAD Station
SEE SECTION 10.1.2

10.1.8 Human Resources

Computer access to PMIS is critical for Human Resources. As previously stated, certain
functions can be handled manually during downtime and electronically entered from
other computer resources/sites. Human Resources cannot be down for an extended
period of time without affecting the entire campus. Given the interface between Human
Resources and Payroll, all employees are potentially affected by any period of downtime.

Our overall plan of action is covered in Section 7.1.8.




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                                                  DIVISION OF FINANCE AND ADMINISTRATION

To function during certain periods of downtime, the department would adjust operations based on the
type of disaster. These include, but are not limited to:
                      1. Power Outage
                      2. Computer Network Outage
                      3. Fire
                      4. Tornadoes, Ice Storms, and other related weather-related incidents
                      5. Pandemic Avian Flu
   Every effort would be made to fully serve our customers. Hence, every available form of
   communications would be utilized during this period. In addition, the downtime would be
   used to for cross training, internal planning, filing, and of course answering customers'
   questions.

   Human Resources has prepared a packet of forms necessary for operation at an alternate
   site. This packet will be stored offsite.

   10.1.9 Purchasing System
   Minor: Lasting less than three days
   Personnel will access to the university Purchasing Card. If a purchase order is needed, all
   routine requisitions would be held until purchasing is available. Any requisition that is an
   emergency will be ordered by the purchasing agent using the requisition number as the
   purchase order number.

   Purchasing personnel would be utilized in the preparation of purchasing documents for
   entry in the purchasing system when system is available.

   Moderate
   Critical applications for purchasing are on the BANNER system.
   Loss of the Finance and Administration server would require the purchasing personnel
   to relocate to another area with a minimum of three (3) PC's or terminals, access to
   BANNER, the Internet and a telephone. Printing of purchase orders would be
   accomplished by Information Technology Support Center.

   Documentation for processing of invoices would be transported between the remote
   location, Central Receiving and Accounts Payable by support staff. Two purchasing agents
   would process requisitions while the remaining staff members prepare requisitions for
   processing.

   DIVISION OF FINANCE AND ADMINISTRATION

   Prolonged loss of computer services (BANNER) for more than five days would be
   critical for the Purchasing Department. Purchasing files and requisitions in process
   would be reviewed to determine what may have been in the system before the loss of
   services. For those assigned purchase order numbers, the numbers would be used for the
   placement of orders. Requisition number would be used as purchase order numbers for
   other orders. These numbers would be typed on blank purchase order forms. All orders
   would be saved in a separate file and compared with purchasing data recovered when the
   system was brought back up to prevent loss of any orders or duplication.
   Copies of State Contracts would be printed by the Purchasing Office at the North
   Carolina School of the Arts and picked up by WSSU Purchasing personnel. This would
   allow the purchasing agents to identify contract vendors for ordering State Contract
   items.




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                                                  DIVISION OF FINANCE AND ADMINISTRATION

Major
10.1.10 Fixed Assets System

In the case of a major disaster such as a fire destroying all equipment, files and supplies, purchasing
would relocate to an area designated by WSSU Finance and Administration. This area should have a
minimum of three PC's or terminals with access to BANNER, Internet and telephone service. Recovery
operation would begin once the new location is established by contacting ITS to determine requisitions in
the purchasing system not processed to purchase order, purchase orders not printed and purchase orders
printed the previous day to determine processing requirements to complete these orders. An e-mail would
be sent to all departments requesting requisition numbers for all requisitions submitted within the previous
week to identify and obtain copies of those requisitions not in the system.




10.1.11 Accounts Receivable
As long as the banks remain open, we should still be able to deposit checks. We would
keep a manual log a monies received (along with copies of checks if a copier is
functional) for later input into our financial system.
10.1.12 BANNER

Currently our Data Processing Department keeps backup tapes of our financial records
stored off-site. If we could not process our records within a reasonably timeframe, we would
seek the cooperation of the closest State University with a system that we would be the most
compatible with for processing our financial records. Also, depending on the compatibility
of our checks with their equipment, we may be able to print accounts payable checks on the
cooperating university's financial system.

Minor

In the event of a minor disaster, equipment record forms and departmental inventory updates could be
written manually. Tagging of equipment can also continue. If the Fixed Assets Office is not able to work
in the Central Receiving area, operations could continue in the Accounting Office in Eller Hall on Bank
Street.

Moderate

Any prolonged loss of computer services would result to a manual procedural mode. Hard copies of
purchase requests that contain equipment purchased in the equipment line could be obtained from the
Purchasing Department. Copies of check vouchers listing equipment purchased and paid for could be
retrieved from the files located in Accounting.

Major

A major disaster would destroy all written backup documents. If access is available to a computer or
terminal, new reports could be generated since all of the Fixes Assets System information is stored on the
campus mainframe. The Computer center keeps backup tapes, therefore, a backup system is available.
Hard copy records for equipment, buildings, land and library holdings are maintained for all additions
and changes. Supplies and inventory tags would have to be reordered. An emergency shipment would
take approximately two weeks. The Fixed Asset Officer would have to determine what equipment was in
the process of being tagged, assets already inventoried and pending assets to be entered into the system.
This could be accomplished by requesting the Purchasing Office to run a report of equipment through
the end of the previous month and the current month. By the process of elimination, the equipment that
needs to be tagged and entered into the system can be identified.
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                                      DIVISION OF FINANCE AND ADMINISTRATION

10.1.13 Accounts Payable/1099 Program


Since we process our accounts payable checks onsite. We would change to a manual process due
to a system failure. For payment we could verify, we would prepare checks on electric
typewriter. In the event of electrical power disruption, we would handwrite the checks if
necessary.


10.1.14 NSLDS/BANNER
SEE SECTION 5.1.14


10.1.15 Payroll
Currently our payroll is processed through Central payroll in Raleigh. If they are not
experiencing any problems, payroll processing and payment (through direct deposit)
should not be affected. If they were experiencing system problems, then Central Payroll
would be responsible for issuing manual checks. If they were unable to send manual
checks, then we would prepare manual checks on the typewriters. In the event of electrical
power disruption, we would handwrite the checks if necessary.


10.1.16 13th Month SEE
SECTION 5.1.16


10.1.18 Public Safety

Minor

A loss of computing capabilities for three days or less would force us to keep manual police
records until the system was restored. Hard copy records would then be entered into the
system once it was operational DCI Information would require mutual aid from another
law enforcement agency.

Moderate

Loss of the ability to use the police records system for any period of time would force
manual operations until service was restored and then re-enter data which was lost. If
computing capabilities can be restored within 30 days, it would be possible to maintain
records manually and report one month delinquent to the SBI. All transactions would be
held in hard copy form and entered when service is restored. Re-entry of those transactions
and replacing lost files will take an additional two weeks and require overtime by support
staff.

Major

Loss of the Public Safety Building and its hard copy records and its computer capabilities
would create problems in managing police and parking records. Those functions could be
relocated.




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                                                    DIVISION OF FINANCE AND ADMINISTRATION

 Electronic color jobs will have to be taken off site to another facility for reproduction and will take extra
 time to turn around.
 11.0.0 Insurance Issues
 General property insurance coverage for Winston-Salem State University is provided by the
 State of North Carolina, Department of Insurance. Under this policy, fire and lightning
 losses/damages are provided by the State Property Fire Insurance Fund for all buildings
 located at Winston Salem State University. Extended coverage, which includes
 damage/loss caused by windstorm, hail, explosion, smoke, aircraft or vehicles, and riot or
 civil commotion is provided for most campus buildings.

 Procedures to follow if loss or damage to EDP equipment occurs:

 All inquires or reports of loss or damage will be made to the Office of Auxiliary Services,
 (336)750-2770. That office will be responsible for filing a report or claim. Should Auxiliary
 Services not be able to assist with a report or claim due to the nature of the disaster that has
 occurred, all inquires, reports of loss or claims should be reported to the following:
 Jack Cooke
 919/661-5880
 FAX: 919/662-4416
 Email: jcooke@mail.doi.state.nc.us




   12.0.0 Approval
Department of Insurance
State of North Carolina
Attn: Jack Cooke, Fund Manager
State Property Fire Insurance Fund
P. O. Box 26387                                      This plan has been reviewed and is approved.

   Approved By:

   ______________________________________________
   Robert L. Botley
   Vice Chancellor for Finance and Administration

   ______________________________________________
   Glenn Holmes
   Associate Provost for Information Resources and
   Chief Information Officer

   ______________________________________________
   Monique Taylor-Broome
   Internal Auditor


   Revised 10/31/06




                                                                                                      154
HOUSING AND RESIDENCE LIFE




                             155
                                Housing and Residence Life
                               Avian Pandemic Flu Preparedness Plan


Preparation for Pandemic:

Staff will be trained on Protocols for all levels:

        •   Information Sharing
        •   Evacuation and Hall Return
        •   Servicing residents with necessities [food, water, medicine, counseling]
        •   Lines of communication and reporting processes
        •   Quarantine and Isolation Emergency items [blankets, food, etc.]

Director of Housing and Residence Life will make sure:

    Quarantine space is available to release space to health center staff.

        •   Health Center staff has protective gear
        •   Current students located in rooms are notified and have relocated Health Center and
            Police know where the quarantine site is located
        •   Isolation space is available
        •   International students and other students who can not leave will have housing
            available on campus
        •   Hall Staff will have flyers and emails prepared by the Communication Committees
            to go out to all students.

Tracking System Operational
Inventory cots, blankets, water, and food, medicine, counseling services, land telephone lines
and cell phones to make sure they are available.

Coordinate with Student Health Services, Counseling Center, Facilities, Aramark, and Campus
Safety and Director.

Evacuation and Hall Return:

        •   Use current check-out Procedures for evacuation.
        •   Use current check-in procedures for return coordinated by Housing and Residence
            Life Staff Please attach a copy.

Services will be provided for students with necessities [food, water, medicine, counseling,
travel] in conjunction with food services and health services. Estimate of students requiring
housing: 100 healthy international and west coast students. 10 sick international and west coast
students, and faculty and staff.




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                                                             HOUSING AND LIFE RESIDENCE

Food, Water, and Medicine Services for sick students:
Food, water, and medicine will be delivered to Quarantine and/or isolated students under the
care of Health Services. Remaining students can eat and drink in cafeteria, and be responsible
for their medications. This is coordinated with Housing, Health Services, and Food Services.

Travel arrangements will be setup by Student Activities to help with evacuation: cab, bus, train,
and plane services.

Lines of communication and reporting processes:
Director disseminates information from Command Team to staff and students assignments.
Hall Directors will inform their Assistant Hall Directors, and Residence Assistants. Housing
will inform Processing Assistants, Facilities Coordinator, Housekeeping Supervisor and
Housekeepers.

Frontline staff informs their direct supervisors of any problems or contact Campus Police with
emergencies. Supervisors will inform the Director of Housing and Residence Life who will
inform the appropriate university personnel.

Isolation, Quarantine and Healthy Students Overview

   •   Isolation refers to the separation of persons who have a specific infectious illness from
       those who are healthy and the restriction of their movement to stop the spread of that
       illness.

   •   Quarantine refers to the separation and restriction of movement of persons who, while
       not yet ill, have been exposed to an infectious agent and therefore may become
       infectious.

Quarantine:
Quarantine location will be Rams Commons (four buildings).

Isolation:
The isolation location will be Rams Commons (four buildings).
Healthy Students:
Healthy students refer to persons who have not become ill. Healthy students will be required
to relocate to Rams Commons (four buildings), where they will be with Quarantine and
Isolation Students. Those who are able to go home such as international students will be
relocated to Rams Commons (four buildings).

Any place an infected person previously resided, visited, or worked on campus will be
decontaminated. These areas will clearly be marked and occupant’s emergency information
stored centrally in Residence Life office.

Emergency items: Food, water, shelter, blankets, phones, medicine, first aid kits, University
vehicles from Housing and Physical Plant used for deliveries to quarantine area.




                                                                                             157
                                                              HOUSING AND LIFE RESIDENCE

LEVEL 1        PRE-PLANNING PERIOD OF NON-HUMAN TO HUMAN SPREAD
               (WHO PANDEMIC ALERT PHASE)
Communications:
Director of Housing and Residence Life will confer with Director of Student Health Services
and/or the Educational Committee about:

   •   Coordination of tracking and updating housing and residence life staff protocol for
       information
   •   Sharing flyers delivered to rooms and posted in high traffic areas in halls by hall staff
   •   Conducting educational and information session about prevention.
   •   Emails will be sent to residents, international students, and faculty and staff from
       Housing and Residence Life giving updates and communicating emergency information
   •   Hall/Floor meetings will be facilitated by residence hall staff and health services staff to
       review relocation, closing, evacuations, services and procedures

Tracking system:
Residence hall staff will use rosters to track students who need medical assistance daily
Use rosters to track location of all evacuees. Create excel file to for all notations regarding
students and keep in the halls.
    • Provide all information to the individual making Housing assignments to share with
       central residence coordination, Campus Safety, and with Student Health Services.
Protocols and Training for Student and Staff
Essential staff includes:
    • Housing Leadership
    • Hall Directors and Assistant Directors
    • Area Coordinators
    • Housekeeping
    • Maintenance

Staff will be trained on the following:

Preparation for pandemic evacuation and reopening, servicing residents with necessities [food,
water, medicine, and counseling], lines of communication and reporting processes
Quarantine:
Make sure emergency items are available [blankets, cots, etc.]

At this level, general operations are the same pre-WHO alert Housing, Food Services, Health
Services, etc.




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                                                              HOUSING AND LIFE RESIDENCE

LEVEL 2        CONFIRMED CASES OF HUMAN TO HUMAN TRANSMISSION
               (WHO ELEVATED ALERT PHASE)

Communication:
Communication with Student Health Services, Director of Housing and Residence Life will
confer with the Director of Student Health Services about suspected cases near campus. The
Director will watch for directives from the Command Team which will come from the Director’s
supervisor.

Information sharing:
    • Reiterate quarantine and relocation options to residents and international students,
       faculty, and staff
    • Information posted on parent’s page of website

Prepare the tracking system:
Housing staff will work with Physical Plant, Campus Safety, Food Service, and Health Services
to stock water, food, and medicine. [University vehicles used for transporting supplied if
needed]

Counseling Center Director will be contacted to provide services.

Transportation options for university community notified by the office student activities. Please
make this clearer

Prepared designated storage area in each building and inform students of polices related to
personal property. What will be stored in this area?

LEVEL 3        SUSTAINED HUMAN TO HUMAN TRANSMISSION
               (WHO PANDEMIC IMMINENT PHASE)

Communication:
Communication with Student Health Services, the Director of Housing and Residence Life will
confer with the Director of Student Health Services about suspected cases on campus. Not only
should this be discussed with the Director of Student Health Services, but these cases should be
reported to the Vice Chancellor who will report to the Command Team.

Lines of communication and reporting processes protocol used to disseminate information
between staffing levels. Information sharing protocol for residents, international students, staff,
and faculty initiated; reiterate quarantine and relocation options to residents, international
students, and faculty.

LEVEL 4        CONFIRMED CASES IN 500-MILE RADIUS OF FORSYTH COUNTY
               (WHO PANDEMIC PERIOD)




                                                                                               159
                                                                 HOUSING AND LIFE RESIDENCE

Communication:
Director of Housing and Residence Life will confer with staff to implement the plan for closing
residence halls.

Information sharing protocol for residents, international students, staff, and faculty initiated;
reiterate quarantine, isolation, and healthy students’ relocation options to residents and
international students. The relocation area will be Ram’s Commons (four buildings). Activate
relocation areas.

Closing of Residence Halls:
Provide transportation assistance information using land telephone lines and cell phone lines.
Not clear

Initiate Emergency supplies procedures.

Initiate closing procedures with Campus Safety’s assistance.

Checkout policies are strictly enforced for Residence Hall Closing.

       Step 1
                 Remove all personal items.
                 Remove all trash and take it to the Dumpster.
       Step 2
                 Return your keys to your Residence Hall Director.
                 Lost keys or keys not properly returned will result in a lock core replacement
       charge.

Personal property Storage

Limited storage space is available for personal property. We will have designated storage for
students in each residence hall. Students will not be able to go to a local storage at this level.
The university is not responsible for lose or damages to personal property caused by the failure
or interruption of utilities or electricity, natural disasters, or circumstances beyond the
University’s control.

LEVEL 5          RECOVERY POST PANDEMIC PERIOD
Communication:
Director of Housing and Residence Life will follow the Commands team’s decision about
reopening.
Lines of communication and reporting processes protocol will be used to disseminate
information between staffing levels.

Residence hall staff will meet with students regarding returning to room assignments.

   •   Decontaminate all quarantine residence halls utilizing off campus vendors.
   •   Clean and sanitize residence halls that were not quarantine locations- off campus
       vendors.




                                                                                                    160
                                                               HOUSING AND LIFE RESIDENCE


   •   Initiate Open procedures with Campus Safety’s assistance.

   •   Prepare the areas that were used for quarantine and relocation areas for resident return.

   •   Remove trash and unused supplies from each residence halls.


Residence Hall direction signs will be placed at 11 strategic places around campus to direct
traffic more efficiently.

Cars will drive up to residence hall; the occupants will unload while the student is getting their
keys; the driver will be instructed by a student volunteer to park the vehicle, while a passenger
will stay with the items.

Staff Duties for Move-In procedures will be activated in each residence hall.
Housekeeping and maintenance staff will be available for any emergencies.

Policies:

Housing and Residence Life refunds:
Refunds for housing and residence life will be prorated starting at Level 4 for total evacuations
of residence halls. Students with medical needs, healthy students or international students who
remained on campus will not be given prorated rates.

Evacuation:
If an evacuation of the residence halls at Level 4, students must vacate spaces as requested by
housing and residence life. The housing agreement will be cancelled until regular procedures
for the university is back in to effect at level 5.
Lines of communication and reporting processes:
        A.      Director disseminates information from Health Services and other areas to
                Assistant Directors (Residence Life, Assignments, and Housing).
                1.      Assistant Directors inform their staff:
                        a.       Residence life = Hall Directors
                        b.       Assignments = Processing Assistants – End
                        c.       Housing = Housekeeping and Maintenance
                2.      Hall Directors inform their staff
                a.      Assistant Hall Directors
                        b.       Residence Assistants
                3.      Housing informs their staff
                        a.       Facilities Coordinator and Assistants
                        b.       Housekeeping Supervisor and Housekeepers

       B.      Frontline Staff (please insert position name) inform their direct Supervisors of
               any problems or contact Campus Police with emergencies.

       C.      Supervisors will inform the Director of Housing and Residence Life who will
               inform the appropriate person.




                                                                                              161
               Contact Information for Housing and Residence Hall Staff:
Buildings               Names                      Office           Mobile numbers
                                                   Telephone
                                                   Number
Main Office                                        750-3372         403-9899
                                                   750-3370         403-4097
                                                   750-3426         209-5376
                                                                    207-7917

Atkins                                             750-3453         209-4127
Brown                                              750-3455

Dillard                                            750-3454         314-1931

Moore/Pegram                                       750-3458         314-0094
                                                   750-3378
Rams Commons                                       750-2174         314-2379




                                                                                     162
ENVIRONMENTAL HEALTH AND SAFETY




                                  163
POLICIES AND AGREEMENTS




                          164
                                                   ENVIRONMENTAL HEALTH AND SAFETY

                              POLICIES AND AGREEMENTS


LEVEL I-            LEVEL V (WHO PANDEMIC PHASES)
Stericycle will act as a primary source for the transportation and management of
biohazardous waste generated by Winston-Salem State University during an avian flu
or pandemic flu epidemic.
Stericycle, Inc.
28161 North Keith Drive
Lake Forest, Illinois 60045
Toll Free: (800) 643-0240
Fax: (847) 367-9493



Chemical Analytics, INC (CAI) will act as secondary source. CAI could provide
services typically within 48 hours of notification.


Chemical Analytics, INC.
29959 Beverly Road,
Romulus, MI 48174
Phone: (734) 326-9400
Fax: (734) 326-9415




                                                                                165
                                                              ENVIRONMENTAL HEALTH AND SAFETY

LEVEL 1. PRE-PLANNING PERIOD NO HUMAN-TO-HUMAN TRANSMISSION
(WHO PANDEMIC ALERT PHASE)

ESSENTIAL PERSONNEL: Environmental Health and Safety Director

PROCEDURES:

   1. Train and fit essential personnel for respirators: As in the past, Fisher Scientific will be
      the supplier. They will send a representative for fit testing. In the event of an emergency
      where Fisher Scientific is not available for fit testing, the University has its own ability to
      perform fit testing for appropriate personnel based upon previously certified
      individuals.

   2. Train essential personnel from all areas to use the personal protective equipment:
      Fisher Scientific will be used for fit testing and training. In the event of an emergency
      where Fisher Scientific is not available for fit testing, the University has its own ability to
      perform PPE usage for appropriate personnel based upon previously certified
      individuals.

   3. Develop a plan to contract with a hazardous material company for professional
      cleanup: Primary cleanup-Stericycle (present contractor); Secondary cleanup-Chemical
      Analytics. (See Attachment 1 and Attachment 2).

   4. Develop procedures for outbreak verification and alert: Upon receiving notification
      from Forsyth County Department of Public Health, WSSU Student Health, one of the
      area hospitals or any other appropriate public health entity, the WSSU Department of
      Public Safety will notify WSSU Marketing and Communications. The alert will then be
      sent to the university community via appropriate channels.

   5. Develop a plan for detecting and removing dead birds and or animals on campus and
      removing in level 1,2,3,4: Dead animals are a constant at Winston-Salem State
      University due to the proximity to a wetland area. All notification of dead birds should
      be reported to the Health and Safety Department. Winston-Salem State University
      Department of Health and Safety, the Department of Public Safety or Grounds will be
      responsible for removing dead birds and proper disposal of carcasses. Normal
      procedure is for the Health and Safety Department to glove, remove and dispose of all
      dead animals in a dumpster. In the event of a pandemic flu, this procedure will be
      altered to include carcasses being placed in red bags for incineration. The bags are
      boxed in the science building, student health and the health sciences building. (See
      Attachment 3).




                                                                                                   166
Predicted Personal Protective Equipment (PPE) Needs for Winston-Salem State
                                 University
 Essential                  # of
                                     N-95s, part #   # of Packs (30
 Personnel    # of Days   changes                                      Per Pack      Total
                                      19065671         per pack)
 (Contact)                per day
     28          60          4            6720            224           $10.56     $2,365.44

                                                                                        
 Essential
                            # of       Surgical
   Non-                                                # of Cases
              # of Days   changes     Masks, part                      Per Case      Total
  Contact                                            (300 in a case)
                          per day      # 01361N
 Personnel
    180          60           2          21600             72           $65.66     $4,727.52

                                                                                         
Personnel-
                            # of         Gloves-
Contact and                                            # of packs (100
              # of Days changes        Nitrile, part                      Per Pack    Total
  Non-                                                    in a pack)
                          per day      #19050550B
 Contact
   208            60          5           62400               624          $14.53   $9,066.72
                                                                                         
                                                                                         
    Cost based upon current information for Contact and Non-Contact Personnel and best
    available numbers. Recommend additional 5% ($807.00) for miscellaneous such as self
                     administered fitness testing, tearing, general loss, etc.
                                                                                   Total PPE
                                                                                     Needs
                                                                                   $16,966.68




                                                                                       167
                                                              ENVIRONMENTAL HEALTH AND SAFETY

LEVEL 2.      CONFIRMED CASES OF HUMAN-TO-HUMAN TRANSMISSION
              (WHO ELEVATED ALERT PHASE)
ESSENTIAL PERSONNEL: Environmental Health and Safety Director

PROCEDURES:

   1. Train and fit essential personnel for respirators: As in the past, Fisher Scientific will be
      the supplier. They will send a representative for fit testing. In the event of an emergency
      where Fisher Scientific is not available for fit testing, the University has its own ability to
      perform fit testing for appropriate personnel based upon previously certified
      individuals

   2. Procedures for outbreak verification and alert: Upon receiving notification from
      Forsyth County Department of Public Health, WSSU Student Health, one of the area
      hospitals or any other appropriate public health entity, the WSSU Department of Public
      Safety will notify WSSU Marketing and Communications. The alert will then be sent to
      the university community via appropriate channels.

   3. Detecting and removing dead birds and or animals on campus: Dead animals are a
      constant at Winston-Salem State University due to the proximity to a wetland area. All
      notification of dead birds should be reported to the Health and Safety Department.
      Winston-Salem State University Department of Health and Safety, the Department of
      Public Safety or Grounds will be responsible for removing dead birds and proper
      disposal of carcasses. Normal procedure is for the Health and Safety Department to
      glove, remove and dispose of all dead animals in a dumpster. In the event of a
      pandemic flu, this procedure will be altered to include carcasses being placed in red
      bags for incineration. The bags are boxed in the science building, student health and the
      health sciences building.


LEVEL 3.      SUSTAINED HUMAN-TO-HUMAN TRANSMISSION (WHO
              PANDEMIC IMMINENT)
ESSENTIAL PERSONNEL: Environmental Health and Safety Director

PROCEDURES:

   1. Procedures for outbreak verification and alert: Upon receiving notification from
      Forsyth County Department of Public Health, WSSU Student Health, one of the area
      hospitals or any other appropriate public health entity, the WSSU Department of Public
      Safety will notify WSSU Marketing and Communications. The alert will then be sent to
      the university community via appropriate channels.




                                                                                                  168
                                                           ENVIRONMENTAL HEALTH AND SAFETY

2. Detecting and removing dead birds and or animals on campus: Dead animals are a
   constant at Winston-Salem State University due to the proximity to a wetland area. All
   notification of dead birds should be reported to the Health and Safety Department.
   Winston-Salem State University Department of Health and Safety, the Department of
   Public Safety or Grounds will be responsible for removing dead birds and proper
   disposal of carcasses. Normal procedure is for the Health and Safety Department to
   glove, remove and dispose of all dead animals in a dumpster. In the event of a
   pandemic flu, this procedure will be altered to include carcasses being placed in red
   bags for incineration. The bags are boxed in the science building, student health and the
   health sciences building.

3. Train and fit essential personnel for respirators: Fisher Scientific will be the supplier.
   They will send a representative for fit testing. In the event of an emergency where Fisher
   Scientific is not available for fit testing, the University has its own ability to perform fit
   testing for appropriate personnel based upon previously certified individuals.

4. Train essential personnel from all areas to use the personal protective equipment:
   Fisher Scientific will be used for fit testing and training. In the event of an emergency
   where Fisher Scientific is not available for fit testing, the University has its own ability to
   perform PPE usage for appropriate personnel based upon previously certified
   individuals.




                                                                                                169
                                                             ENVIRONMENTAL HEALTH AND SAFETY

LEVEL 4.       CONFIRMED CASES IN A 500-MILE RADIUS OF FORSYTH COUNTY
ESSENTIAL PERSONNEL: Environmental Health and Safety Director

PROCEDURES:

   1. The University is shut down. Essential Personnel only present on campus. Essential
      Personnel include Environmental Health and Safety Director and Department of Public
      Safety.

   2. In the event of an emergency where Fisher Scientific is not available for fit testing, the
      University will distribute respirators to appropriate personnel. The Department of
      Public Safety will perform the fit testing for appropriate personnel.

   3. In the event of an emergency, the University will distribute Personal Protective
      Equipment to appropriate personnel.

   4. In the event of a pandemic resulting in a high morbidity rate, corpses would be the
      responsibility of the Forsyth County Department of Health. Consultation with the
      foreign student office indicates no cultural difference within the university community,
      beyond respect normally shown to the deceased.




                                                                                                   170
                                                         ENVIRONMENTAL HEALTH AND SAFETY

LEVEL 5.      RECOVERY POST - PANDEMIC PERIOD
ESSENTIAL PERSONNEL: Environmental Health and Safety Director

PROCEDURES:

           1. Hazardous material companies, in conjunction with the Forsyth County
              Department of Public Health, will be contacted for professional cleanup and
              removal of biohazardous waste generated by Winston-Salem State University
              during a pandemic flu epidemic: Primary cleanup-Stericycle (present
              contractor); Secondary cleanup-Chemical Analytics.




                                                                                            171
         ENVIRONMENTAL HEALTH AND SAFETY




ATTACHMENT 1




                                    172
173
         ENVIRONMENTAL HEALTH AND SAFETY




ATTACHMENT 2




                                    174
175
176
177
178
         ENVIRONMENTAL HEALTH AND SAFETY




ATTACHMENT 3




                                    179
                                                    ENVIRONMENTAL HEALTH AND SAFETY

           Emergency Care Planning for Laboratory Animals
In the event of an emergency, Winston-Salem State University security personnel
and fire or police officials should be able to reach people responsible for the animals.
That can be enhanced by prominently posting emergency procedures, names, or
telephone numbers in animal facilities or by placing them in the security department
or telephone center. Emergency procedures for handling special facilities or
operations should be prominently posted. If personnel must evacuate a facility,
animals that remain should be provided with sufficient food (as appropriate for the
species) and water to last for at least a week or more. If evacuating due to storm or
flood, animals that remain should be moved to an elevation in hardened buildings,
above that of the worst expected flooding/storm surge level if possible. It is helpful
to rescue teams if animals that represent irreplaceable resources or are highly
valuable (e.g., certain transgenic animals) are labeled "attempt to save", so that
during recovery, personnel will know how to best prioritize their efforts.
Appropriate instructions should be available for staff personnel and /or rescue
teams, regarding those animals that should be humanely euthanized if they are
unable to be rescued or transported to another location.

A disaster plan that takes into account both personnel and animals should be
prepared as part of the overall safety plan for the animal facility. The colony
manager or veterinarian, responsible for the animals should be a member of the
appropriate safety committee at the institution. He or she should be an "official
responder" within the institution and should participate in the response to a
disaster.

Institutions should identify official points-of-contact such as the State Veterinary
Officer, the USDA Veterinary Services office, the USDA Animal Care Veterinary
Medical Officer (VMO), the State Public Health Veterinarian, and other potential
sources of information and contacts for local and state Emergency Operations
Centers. A State Animal Rescue and Incident Command Post, under the direction of
the State Veterinarian, is likely to be established in the event of a regional disaster,
which can help coordinate local, state, and federal assistance that might be needed.




                                                                                     180
                                                      ENVIRONMENTAL HEALTH AND SAFETY

   Official Points of Contact:

   North Carolina Veterinary Medical Association
   Ms. Mollie Rasor, Executive Director
   1611 Jones Franklin Rd #108
   Raleigh, NC 27606
   Phone: 919-851-5850
   Fax: 919-851-5859
   E-mail: mollie@ncvma.org
   Web site: www.ncvma.org

   State Animal Response Teams
   P.O. Box 33038
   Raleigh, NC 27636-5212
   Dr. Leonard Bull
   Executive Director
   Email: leonard_bull@ncsu.edu
   1-888-989-SART

   Tara Kreider
   Director of Communications and Development
   Email: tkreider@sartusa.org
   919-341-4417

   Forsyth County Animal Response Team
   Sandy Mayberry
   336-972-0472
   sandymayberry@bellsouth.net


Institutional Officials should maintain information concerning the location of animals in
facilities, location of door keys, and the location and nature of any chemical, radiation,
and biological hazards in accordance with all applicable regulations. The information
should be kept in a secure location, separate from the facility, so that it is accessible
even if the facility is not, and can be provided to rescue teams if necessary.




                                                                                      181
                                                     ENVIRONMENTAL HEALTH AND SAFETY


  CONTACT INFORMATION
  FACILITY AND SPECIES INVENTORY
  WINSTON-SALEM STATE UNIVERSITY:
  ASSURANCE NUMBER: A3591-01

   Contact Persons      Laboratory,        Gross         Species Housed in   Approx.
                          Unit, or        Square                Unit         Average
                         Building*          Feet           (use complete     Daily
                                        (including        common names)      Inventory
                                          service
                                           areas)

Dr. Nelson Adams      Coltrane Hall     900 sq. ft      Laboratory Rats      120-150
(336)750-2626         Room 314                          Rattus norvegicus
adamsn@wssu.edu
Dr. Azeez Aileru      Piedmont Triad    800 sq. ft      Laboratory Rats      10
(336) 761-5899        Community                         Sprague Dawley Rat
ailerua@wssu.edu      Research Center
                      (PTCRC)

Dr. Daniel Williams   *WBA Building,    200 sq. ft      Fog                  5
(336) 750-2225        Room 110                          Xenopus laevis
williamsdb@wssu.edu




                                                                                  182
FACILITIES MANAGEMENT




                        183
                                           FACILITIES MANAGEMENT

CONTRACTS AND AGREEMENTS

Republic Waste- Sanitation
2875 Lowery Street
Winston-Salem, NC 27101

Otis Elevator- Elevator
1208 E East Mountain Street
Kernersville, NC 27284

Piedmont Natural Gas- Gas Transportation
PO Box 24099
Winston-Salem, NC 27114

Texican- Natural Gas
7301 Carmel Executive Park
Suite 316
Charlotte, NC 28226




                                                            184
                                                                         FACILITIES MANAGEMENT

LEVEL I.       PREPLANNING PERIOD NO HUMAN-TO HUMAN TRANSMISSION
               (WHO PANDEMIC ALERT PHASE)
Procedures:

Essential Personnel and Services
   The committee determined that the four Rams Commons Buildings, the Anderson Center,
   the Thompson Center, Wilveria Atkinson Building, Blair Hall, the Public Safety Building,
   and the Maintenance Building will be used in level 4 as designated in Table I below.
   Approximately 300 students and essential personnel are expected to be served in level 4.
   Services that will be needed include grounds, trade and utilities, boiler operations,
   housekeeping, and electrical engineering, and waste disposal. In case of reduction of
   workforce additional workers will be contracted. The contract will include how long the
   worker will work, how to handle liabilities. One critical function, the trash truck operation,
   requires licensed personnel. There are three employees with these licenses who can cover
   the university needs.

   We intent to close the university at level 4 and expect to operate a very limited number of
   facilities only those required, and for very limited time. Housekeeping, trash removal, and
   building trades such as plumbing will be required. Duke energy will provide services as
   long as they can operate. Generators will be used in buildings were feasible. If services are
   interrupted in designated buildings other buildings on campus or sources on campus will
   be used. Materials will be purchased by the university purchasing Card. All Drawings for
   existing building have been review and the HVAC/ventilation has been tagged with
   distinctive colors.

   We have an agreement with Piedmont Natural Gas to provide fuel. If they can not provide
   fuel, we can run our steam plant for approximately 4 weeks with fuel number. However,
   facilities not provided with steam from the steam plant (Anderson, Student Health) will
   have NO heat or hot water in the event of interruption to the natural gas supply. Must
   provide an emergency generator for the health center and dorms or move occupants to an
   off campus facility.

   Guidelines:
   1. Personnel policies and guidelines located in Human Resources’ Plan will apply to the
      personnel in this area.
   2. Policies and guidelines for use of purchasing cards located in the Contingency plan will
      be used.




                                                                                                185
                                                                  FACILITIES MANAGEMENT

ESSENTIAL PERSONNEL FROM THE FACILITIES AREAS
   Associate Vice Chancellor of Facilities
   Director of Facilities Operations
   Supervisor of Trade and Utilities
   Zone Maintenance Supervisors (3), including General Trades and Steam Plant supervisor
   Boiler operators
   On call trade personnel
   Housekeeping Administrator
   Housekeeping Supervisors (2)
   Grounds Supervisor
   Landscaping Specialist
   Director of Engineering
   Engineering staff
   Electrical Engineer
   Business Manager




                                                                                      186
                                                                       FACILITIES MANAGEMENT

LEVEL 2.      CONFIRMED CASES OF HUMAN-TO HUMAN TRANSMISSION
              (WHO ELEVATED ALERT PHASE)
Procedures:
   1. Make sure the tags continue to be visible on the ventilation drawings.
   2. Update the contacts with all service maintenance contractors.
   3. Update contact with utility providers to insure supply continuity.




                                                                                        187
                                                                        FACILITIES MANAGEMENT

LEVEL 3.      SUSTAINED HUMAN TO HUMAN TRANSMISSION
              (WHO PANDEMIC IMMINENT)
Procedures:

   1. Make sure the tags continue to be visible on the ventilation drawings.
   2. Update the contacts with all service maintenance contractors.
   3. Update contract with utility providers to insure supply continuity of services.




                                                                                         188
                                                                               FACILITIES MANAGEMENT

       LEVEL 4. CONFIRMED CASES IN A 500-MILE RADIUS OF FORSYTH COUNTY
       (WHO PANDEMIC PHASE)
       Procedures: the University will shut
       Implement shut down plans
           1. Provide services to the following facilities by essential personnel:
                   • Anderson Center
                   • Rams Commons
                   • Student Health Center
                   • Campus Security office
                   • Blair Hall
        Power interruption
       Date: June 6, 2005
       The Command Team gives the Command to shut down or to reopen. The Associate Vice
       Chancellor for Facilities will be notified and will notify other essential personnel.
NOTE: One side of Sectionalizing switch #7 is to remain open. One side of Sectionalizing
switch # 2 is to remain open. One side of sectionalizing switch #13 is to remain open.
1through 5 is power down 6-8 is power up
 Step     Activity                        Device       Responsible        Load OFF       Load ON
                                                       party
 1        Take load off loops/radial

         Physical Plant                AHU           Team A
         Coltrane Hall                 AHU           Team A
                                       Chiller
                                       Rat lab
         Moore Hall                    MDP           Team A
         Atkins Residence Hall         MDP           Team A
         Pegram Hall                   No load
         Dillard Hall                  MDP           Team A
         Old Nursing Bldg.             MDP           Team A
         Health Services               No load
         Gaines Complex                AHU           Team A
                                       Pumps
         Brown Hall                    No load
         Thompson Center               All HVAC      Team A
                                       MDP
         O’Kelly Library               Chillers      Team A
                                       MDP

                                       Pre-action
                                       sprinkler
                                       system

         Diggs Gallery                 Chiller       Team A
         Eller Hall/                   No load
                                       PBX
         Fine Arts Center              Chiller       Team A
                                       MDP
         Blair Hall                    Chiller       Team A
                                       MDP AHU
         Hill Hall                     Chiller       Team A
                                       MDP
         Carolina Hall                 AHUs          Team A
                                                                                                   189
Hauser Union   AHU
               MDP
Boiler Plant   Boilers      Boiler plan
               and
               Chiller      operator
               equipment
               2 AHU
               Chiller
               Pre-action
               AHU
               sprinkler
               MDP
               system
               Radio
               Station
               Chiller
               AHU
               MDP
               Re boot
               HVAC
               Chiller
               controls
               AHU
               De
               energize
               Chiller      Team A
               all three
               AHU
               phase
               MDP
               equipment
               Server
               . DO NOT
               room
               Main
               OPERATE
               Communic
               Chiller      Team A
               MAIN
               ation
               AHU
               BREAKER
               Room
               MDP
               UNLESS
               Cold
               IS
               rooms
               Ultra Low
               MANDAT
               RO system
               ORY
                            Team A
               Chiller
               AHU
               MDP
                            Team A
               Chiller
               AHU
               MDP
               Preaction
               sprinkler
               Kitchen
               system
               Internet
               portal
               CATV
               portal




                                          190
          Anderson Center                             Team A
 6        Bring load back up power       Chiller
                                         AHU          Team A
          to switches and                MDP
          transformers. Is # 6, 7, 8     Preaction
          apart of Shut down             sprinkler
                                         Kitchen
 7        Confirm operation of           system
                                         Internet
          electrical service to units.   portal
                                         CATV
          Repeat step 1.                 portal
 8        Confirm operation of                        Electrical
          exterior light timers


Team A: (Write named of Electrical/ Mechanical/Plumbing staff)
Telephones: Director of Telecommunication Infrastructure services: Steve Maat: Fiber Shelves at
residence halls and PBX at Eller

Pneumatic system compressors: Address potential collection of water in air lines during the
outage and adjust compressors to prevent damage to systems.

Parking-Contact Campus Safety dispatch office to raise gates at affected parking lots.

Fire Alarm: University Health and Safety Officer: Craig Achenbach
Sprinkler systems: University Health and Safety Officer: Craig Achenbach
Sprinkler systems: Deluge (KR Williams; Dillard Auditorium); Pre action Diggs Gallery.
University Health and Safety Officer: Craig Achenbach
Fire watches: University Health and Safety Officer: Craig Achenbach (HKS is a security
company that can provide fire watch services Burglar Alarms: Campus Police. Marcus Sutton.

Building Generators: Duane Ward. Emergency generators for buildings affected by the power
outage need to be ready to operate and run during the outage. Fuel levels should be at
maximum level prior to the power outage.

Other special needs:
Emergency Generator for Coltrane Hall rat lab.


Distribute internal emergency telephone numbers and radio number schedule:
Take load off:
Meet at command control center (FPE).
All maintenance personnel must have clip board with check list, and flashlights.
Check operation of two way radios


Install emergency generators and connect load. Make sure generators are refueled as necessary.

After completing assignment, maintenance teams to report back to command control.

                                                                            FACILITIES MANAGEMENT

Recovery Period
Place load back on:
Bring load back up power to switches and transformers. Is # 6, 7, 8 apart of Shut down
Confirm operation of electrical service to units. Repeat step 1.
Confirm operation of exterior light timers

After step 7 is complete, all parties meet at the command control center.

Teams are dispatched to restore power to all equipment.

                                                                                                    191
Teams must confirm proper operation of HVAC systems.

Check HVAC systems controls to make sure all systems are running.

Inform Campus Safety dispatch office to lower parking lot gates.




                                                                    192
                                                                     FACILITIES MANAGEMENT

Steam service interruption
Date: July 15, 2005

Steam service interruption also interrupts domestic hot water service to Brown, Moore,
Pegram, Eller, Fine Arts, Hill Hall, and OKelly Library.




                                                                                         193
194
195
Step   Activity                       Responsible      Steam off   Steam up
                                      party
       Steam shut down
1      Two weeks prior to the         AVC, DFO,
       proposed outage, schedule      DFPE Please
       meeting with stake             write the tile
       holders:                       out.
       Director of Facilities
       Operations, Supervisor of
       Trades Services, Zones
       1,2,3 supervisors, General
       trades supervisor, Steam
       Plant supervisor, Director
       of Facilities Planning,
       Project Manager, Director
       of IT infrastructure,
       Director of Health and
       Safety, Director of Campus
       Security

2      Review the following           AVC, DFO,
       items in the planning          DFPE
       meeting:
       Buildings and areas on
       campus affected by the
       outage.
       Duration of the outage.
       Identify systems that will
       be affected by the outage.
       Loss of steam will translate
       in not being able to
       provide reheat in several
       buildings. This will create
       uncomfortably cool
       conditions and potential
       condensation problems in
       ceiling tiles.

3      The steam plant produces
       domestic hot water for the
       following facilities: Brown
       Hall, Moore Hall, Pegram
       Hall, Eller Hall, Fine Arts,
       OKelly Library. None of
       these facilities have back
       up means to provide
       domestic hot water.
4      Atkins and Dillard Halls
       have a steam converter fed
       from the steam plant, but
       also have a gas fired hot
       water heater that needs to
       be manually activated
       before the steam shut
       down and turned off after
       the steam up
                                                                              196
5    Kennedy Dining Hall uses
     steam for the cooking
     steam kettles. These are the
     main cooking kettles. Any
     steam outage affecting the
     Thompson Center MUST
     be coordinating with the
     Director of Business
     Services.

6    Hot water for the
     swimming pool at Gaines
     is provided by a steam
     converter. Loss of steam
     means loss of hot water.
     Any steam outage
     affecting the swimming
     pool must be coordinated
     with the swimming pool
     manager.
7    Review who will be             Zone
     present during the outage      maintenance
     from Facilities Operations     managers
     and other groups that
     might need to assist.
8    Determine starting time of
     outage and who will be
     involved
9    Determine if monitoring of
     any system is required
     during the outage and who
     is responsible for
     monitoring.

10   Determine steam up time
     and who will be involved.

11   Determine any special
     requirements by any
     facility in the steam up
     process and who will be
     responsible for these
     activities.
12   Special procedures for WB
     Atkinson Building:
     Global set of thermostats
     to 78 degrees
     Leave lights on
13   Issue email notification to
     all areas affected two
     weeks before the planned
     outage and again two days
     before the outage




                                                  197
Steam back up

Energize boilers           Boiler room
                           staff
Check operation of steam   Zone
valves, steam traps        Maintenance
                           staff




                                         198
                                                                              FACILITIES MANAGEMENT
        Water service interruption
        Date: September 21, 2006


 Step     Activity                        Responsible      Water off   Water on
                                          party            Date/Time   Date/time
 1        Set up meeting with zone        AVC
          supervisors, DFO, DFPE,         Facilities,
          AVC Facilities, plumbers,       DFO, DFPE
          Utility engineers (Ralph        Indicate what
          Cox, Nasser Massry)             these mean.
                                          Do not put in
                                          names
          Shut off water supply:

 2        Identify and tag building       Zone
          (s) shut off valves.            Maintenance
          Document location, tag          supervisor,
          valve. DO NOT SHUT              plumbers
          WATER SUPPLY UNLESS
          ALL MECHANICAL
          EQUIPMENT IS OFF!!!!!
 3        If freezing is a risk, drain    Zone
          all building lines, if          Maintenance
          possible shut off building      supervisor,
          service at street valve         plumbers
 4        If freezing is not a concern,   Zone
          do not drain lines.             Maintenance
                                          supervisor,
                                          plumbers
          Restore water service
 5        Set up meeting with zone        AVC
          supervisors, DFO, DFPE,         Facilities,
          AVC Facilities, plumbers,       DFO, DFPE
          Utility engineers (Ralph
          Cox, Nasser Massry)
          Open valves; check all          Zone
          faucets and toilets for         Maintenance
          proper service. Flush and       supervisor,
          bleed lines as required.        plumbers
          Check flush valves for
          proper seating.

 11       Recruit assistance from         Zone
          Housing and Residence           Maintenance
          Life to check toilets and       III supervisor
          faucets in residence halls
 12       Check proper operation of       Zone
          water make up lines to          supervisors,
          boilers, chillers, cooling      HVAC, MM
          towers, DI system               III staff




Sprinkler systems: University Health and Safety Officer:
Sprinkler systems: Deluge (KR Williams; Dillard Auditorium); Pre action Diggs Gallery.
University Health and Safety Officer:
                                                                                               199
University Health and Safety Officer:



After completing assignment, maintenance teams to report back to command control.


After all work is complete, all parties meet at the command control center.

Teams are dispatched to restore steam service.

Teams must confirm proper operation of HVAC systems.

Check HVAC systems controls to make sure all systems are running.




       Central Chilled water plant
       Chilled Water- Allen. Shut down central chiller




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                                                                      FACILITIES MANAGEMENT

LEVEL 5.       RECOVERY POST-PANDEMIC PERIOD

Procedures
   1. Implement disaster recovery plan in the business contingency.
   2. Implement utility service


Essential personnel by position

   Associate Vice Chancellor of Facilities
   Director of Facilities Operations
   Supervisor of Trade and Utilities
   Zone Maintenance Supervisors (3), including General Trades and Steam Plant supervisor
   Boiler operators
   Zone Maintenance staff
   Housekeeping Administrator
   Housekeeping Supervisors (2)
   Grounds Supervisor
   Landscaping Specialist
   Director of Engineering
   Electrical Engineer
   Engineering staff
   Business Manager




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EDUCATION PLAN




                 202
                                                                                            EDUCATION PLAN


LeVEL 1.      PRE PLANNING PERIOD NON HUMAN TO HUMAN SPREAD (WHO
              PANDEMIC ALERT PHASE)

Goal: Develop a plan to conduct health education; include all facets of the WSSU community.
Provide education related to influenza signs and symptoms, influenza prevention, influenza
treatment, Personal Protection Equipment to the university community.

                                     Pandemic Education Plan

In an effort to raise awareness of Avian Bird Flu, the School of Health Science has developed an
education plan designed to educate the university community regarding implications of this
disease on health. This plans provides general information on Avian Bird Flu (i.e., what it is,
signs and symptoms, how it’s spread, safety precautions, and PREVENTION). An integral
component of the education plan addresses how this information will be disseminated to the
university community.

To assure that the entire university community participates in this plan of awareness, the School
of Health Sciences proposes the following communication process.

                          Avian Bird Flu Pandemic Awareness Week
Day/Week                 Activity

Day 1                    Awareness Kick-off
                            •   SNA and SGA will pass out flyers, pocket size hand sanitizers, and other promotional
                                items

Day 2                    Campus Wide Campaign
                            •   Poster displays in all buildings Located in appendix
                            •   Hand sanitizer dispensers on every floor of every building and in high use areas (i.e.,
                                clinical labs, science labs, computer labs, etc)

Day 3                    Dissemination of Information - Faculty and Staff
                             •   SOHS faculty to present to Faculty and Staff Senates
                             •   SOHS presents at Faculty meeting
                             •   Deans to assure that units receive education
                                     -     may be delegated to department chairs
                                     -     Mass faculty/staff email directing to website for education and training via
                                           web.
                             •   Pass out pocket size hand sanitizers

Day 4                    Dissemination of Information – Students
                             •   Instructors integrate into curriculum
                                      -    instructors to present in class (20 minute PowerPoint presentation and self
                                           test)
                                      -    Mass student email directing to website for education and training via web.
                             •   Pass out pocket size hand sanitizer


Day 5                    Kleenex Day
                                       -   Distribute personal packs of Kleenex
                                       -   Encourage faculty to have tissue available in office and classrooms




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                                                                                  EDUCATION PLAN

The Marketing and Communication department will be involved in the communication plan in
terms of developing flyers and posters.

Computing Services will assist with making PowerPoint presentation located in Appendix A
web-assisted activity.

Human Resources may be involved related to documentation of faculty/staff education and
training and possible integration in new employee orientation.

The University College will assist in integration of content into health education curriculum.

Student Government Association and Student Nurse Association will be involved in the initial
kick-off campaign.

Copying Center will be involved in printing/copying educational materials.

Facilities Maintenance will assure that hand sanitizer dispensers and waste receptacles are
available and serviced in all appropriate locations.

The Division of Finance and Administration may be involved with the distribution of
information via the NOTICE OF DEPOSIT of Checks.

Division of Institutional Planning and Assessment will be involved related to measurement of
institutional effectiveness

                              Pandemic Education Evaluation Plan
The evaluation plan will be use to determine the effectiveness of the education activities and to
determine which facets of the campus will need re-teaching. Evaluation is an on going process.

Evaluation will include:
       Evaluation of Pandemic Flu Education Activities
       pre-post assessment
       Assessment of the number of hits to the website
       Number of question and/or comments by students and employees
       Decrease in visits to the Health Center for Flu symptoms
       Decrease in the number employee sick days related to Flu symptoms
       Institutional effectiveness/measurement
       Tabletop Exercises




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                                                                                              EDUCATION PLAN

Evaluation of Pandemic Flu Educational Activities


 Title of Activity: Avian Pandemic Flu Education                                    Date:
 We are interested in your evaluation of this program. Your feedback is extremely important in planning future
 educational offerings.
                                                                 Strongly     Agree     Disagree Strongly        NA
                                                                   Agree                            Disagree
 A. Overall
    1. I am satisfied with this program.
 B. Objectives
    1. I am leaving today with specific ideas that have
       enhanced my knowledge of Avian Flu.
    2. Program objectives were met.
 C. Instructor(s)
    1. Instructor(s) was knowledgeable about content.
    2. Instructor(s) facilitated learning by responding to
       questions/comments.
 D. Materials and Methods
    1. Instructional methods (lecture, activities, web-assisted,
     etc.) helped me learn.
    2. Audiovisuals/Handouts enhanced my learning
 E. Environment
    1. Environment was conducive to learning.
 G. For those items that you marked “Agree”, what would it take to move to “Strongly Agree”?




 H. What could we improve about this learning experience?
 (*Please comment if you selected “Disagree” or “Strongly Disagree” for any of the above sections.)




 I. What did you learn that you plan to use in your learning/personal environment?




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                                                                                   EDUCATION PLAN

                                         Avian Flu/Bird
                                    Pre and Post Assessment


Please mark the appropriate response “True” or “False”.

_____ 1. The flu is more serious than a common cold.

_____ 2. Flu symptoms include fever, headache, muscle aches.

_____ 3. Handwashing and sneezing into tissue will reduce your changes of getting
         sick.

_____ 4. You should call your doctor for a runny nose and headache.

_____ 5. You should call your doctor for headaches with stiff neck.

_____ 6. You should call your doctor for flu symptoms lasting 2 weeks or more.

_____ 7. Handwashing is the single most important way to prevent the spread of
         organisms.


Please check the response that best describes your behavior/knowledge.

8.    How often do you wash your hands?
        At least once a day    2-3 times a day             4 or more times a day

9.    When do you wash your hands? (Check all that apply)
        after using the bathroom             before meals                after meals

        after coughing/sneezing                  Others Describe _____________________

10.   What is your knowledge of Avian Flu?
        No knowledge                   Some knowledge           Very knowledgeable



Upon completion of the Post test participants will receive a Certificate located in the appendix




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                                                                          EDUCATION PLAN

LEVEL 2. CONFIRMED CASES OF HUMAN TO HUMAN TRANSMISSION
(WHO ELEVATED ALERT PHASE)
  1. Reinforce prevention education
  2. Re-educate on use of PPE and treatment
  3. Continue with evaluation of the university community knowledge based on all aspects
     of influenza education
  4. Revise plan and implementation based on evaluation results




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                                                                          EDUCATION PLAN

LEVEL 3.    SUSTAINED HUMAN TO HUMAN TRANSMISSION (WHO
            PANDEMIC IMMINENT PHASE)
  1. Re-educate on use of PPE and treatment
  2. Continue with evaluation of the university community knowledge based on all aspects
     of influenza education
  3. Revise plan and implementation based on evaluation results




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                                                                             EDUCATION PLAN

LEVEL 4.       CONFIRMED CASES IN 500-MILE RADIUS OF FORSYTH COUNTY
               (CONFIRMED CASE PHASE)
The university will be shut down. All education will occur by electronics.




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                                                                           EDUCATION PLAN

LEVEL 5.      RECOVERY POST-PANDEMIC PERIOD
Establish post-trauma crisis intervention and prepare for a second wave.

   1. Re-educate on use of PPE and treatment
   2. Continue with evaluation of the university community knowledge based on all aspects
      of influenza education
   3. Revise plan and implement based on evaluation results




                                                                                        210
                          Certificate of Completion


This is to certify that


has successfully completed the following education offering

                                     Avian Flu “Bird Flu” Pandemic Education

on



                                                         in


Winston-Salem, NC




Instruction Hours:             30 minutes               Content                School of Health
                                                        Coordination:          Sciences




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