BCP ECU Influenza Pandemic Plan (2017)€¦ · BCP: Management Plan for an Pandemic Influenza Page 2 9HUVLRQ 4.1 75,0 1R 5HOHYDQFH WR Members of the Critical Incident Management Group

Business Continuity Plan

This document is confidential and has been prepared solely for internal use by management and staff of Edith Cowan University. It must not be disclosed to any third party without the consent of the Director, Strategic and Governance Services. Edith Cowan University accepts no responsibility, liability or duty of care to any third party for any observations or conclusions which are stated or implied in this report.

BCP:ManagementPlanforanPandemicInfluenza Page2

Version 4.1

TRIM No

Relevance to Members of the Critical Incident Management Group

Responsible staff Chief Risk and Assurance Officer

Responsible Office Risk and Assurance Services

Date introduced November 2009

Date(s) modified April 2011, March 2013, June 2015, January 2017

Next scheduled review date

June 2019

Related University documents

Incident Help Guide

BCP – Critical Incident Management Plan

BCP – School and Centre

ITSC – BCP and IT Disaster Recovery Plan

FSC Emergency and Incident Document Package

Public and Corporate Relations Team – Critical Incident Action Plan

Related legislation and Standards

Emergency Management Act 2005 (WA)

AS/NZ 5050:2010 Business continuity – Managing disruption related risk

AS/NZ ISO 31000:2009 Risk Management – Principles and guidelines

AS3745 – 2010: Planning for emergencies in facilities

Related external documents

Australian Government: Australian Health Management Plan for Pandemic Influenza - 2014.

State Emergency Management Plan for Human Epidemic (WESTPLAN – Human Pandemic)

Government of Western Australia: Principles governing the closure of schools and other educational facilities in Western Australia during a human pandemic

WHO: Pandemic Influenza Risk Management

WHO: Pandemic Influenza Preparedness and Response.


1. Authority

This Business Continuity Plan: Influenza Pandemic Planning establishes the framework for response to an influenza pandemic and is applicable to all Edith Cowan University Campuses and any activities undertaken by the University.

In support of this plan, specific plans have been developed by various University business units whereby respective Critical Incident Response Teams (CIRT) can respond to, and provide the necessary support of the University’s academic and administrative functions. This plan is to be activated upon notice from the WA Government (Department of Health) or Australian Government. This plan is designed to be sufficiently flexible to accommodate a range of situations that are sudden, unforseen, or occur with varying levels of warning.

All requests for procedural change, suggestions, or recommendations should be submitted in writing to the Director, Strategic and Governance Services Centre.

1.1. Plan Activation

The declaration and activation of this plan resides with the Vice-Chancellor, or in their absence, a Deputy Vice-Chancellor, or Vice-President (Resources).


Contents

1. Authority ............................................................................................................................ 3

1.1. PLAN ACTIVATION ........................................................................................................ 3

Glossary of Terms .................................................................................................................. 5

Introduction ........................................................................................................................ 6

1.1 OBJECTIVES AND ACTIVITIES ......................................................................................... 6

1.2 PROPORTIONATE RESPONSE ........................................................................................ 6

1.3 COMMUNICATION AND CONSULTATION ........................................................................... 6

ECU’s approach ................................................................................................................ 6

2.1 PREVENTION ................................................................................................................ 7

2.2 PREPAREDNESS ........................................................................................................... 7

2.3 RESPONSE ................................................................................................................... 7

2.3.1 Standby .............................................................................................................................. 7

2.3.2 Action (Initial and Targeted) ............................................................................................... 8

2.4 STANDDOWN ................................................................................................................ 9

2.5 RECOVERY .................................................................................................................. 9

Termination of Business Continuity Plan ........................................................................... 9

Post activity reporting ........................................................................................................ 9

Appendices ............................................................................................................................. 10


Glossary of Terms

TERM MEANING

Infection Control

Hygiene and protective measures to reduce the risk of transmission of an infectious agent from an infected person to uninfected persons (e.g., hand hygiene, cough etiquette, use of personal protective equipment, such as face masks and respirators, and disinfection).

Influenza

A worldwide epidemic caused by the emergence of a new or novel influenza strain to which humans have little or no immunity and which develops the ability to infect and be transmitted efficiently and between humans for a sustained period of time in the community.

Pandemic A global outbreak of a new strain of human influenza, often through a mutated strain of avian influenza, spreading rapidly from person to person when few if any people have immunity to the strain.

Seasonal Influenza The annual outbreak experienced during winter periods.

Social Distancing Measures to increase the space between people and decrease the frequency of contact among people.

State Human Epidemic Controller (SHEC)

The SHEC is the Executive Director of Public Health and Clinical Services Division, is the HMA and Incident Controller for a human epidemic and is responsible for coordinating the emergency response in Western Australia.

H and N types of Influenza

Microscopic examination of the influenza virus reveals two types of markers – “H” and “N” that the immune system targets when fighting influenza. The H5N1 strain is the latest avian influenza strain of concern as there appears to be little human immunity.

Critical Incident A critical incident is any event or series of events that is sudden, overwhelming, threatening or protracted.

Critical Incident Management Team (CIMT)

Appointed university staff responsible for the co-ordination of emergency activities within ECU during a critical incident.

Emergency Coordination Centre

Designated location for the coordination of emergency activities during a critical incident.

Emergency Evacuation Procedure

Plan designed to document actions to ensure the personal safety of employees in the event of an unwanted incident.


Introduction

An influenza pandemic occurs when a new influenza subtype emerges against which the population has little or no immunity and is able to quickly transmit between humans. In the absence of effective control measures an influenza virus can quickly spread through ECU’s community with major impacts to our services and business.

1.1 Objectives and activities

The objectives of this Business Continuity Plan (BCP) are to: Provide support to the Western Australian Governments Human Influenza Pandemic

Plan; To mitigate the likelihood of any death or illness To mitigate or reduce the emergence/spread of a potential pandemic outbreak at ECU;

to the extent that this is possible; Provide timely and accurate information to:

o Government agencies; o Staff and Students; o Media representatives; and o The community and public at large.

Maintain the continuity of ECU’s services during a pandemic.

The activities undertaken in response to a pandemic influenza should be in consultation with relevant parties and on advice from advisory bodies. In approaching these activities any response i.e. implementation and stand down, should be flexible and commensurate with state and federal health agencies to ensure a coordinated and consistent approach is taken.

1.2 Proportionate response

Any response to a pandemic needs to be flexible and provide a scaled response that is proportionate to the risk to the university and its community. To impact of a pandemic will in most cases not be fully known until it has run its course. Subsequently, health agencies will only be able to provide and estimated level of impact at the early stages of the pandemic and updates as new information becomes available.

1.3 Communication and consultation

Communication with the University’s community provides an opportunity to ensure that concerns caused by the pandemic are addressed. Providing our community with up to date, accurate and consistent information regarding the disease in Western Australia and nationally will enable them to make informed decisions about their work and travel, and minimising the risk to themselves and their family. To ensure this occurs, the University’s Critical Incident Management Team (CIMT) has the overall responsibility in maintaining communications with the Western Australian Government and its authorities and the issuing of notifications and relevant information to the University’s community.

ECU’s approach

This plan takes an emergency management approach as its framework, and acknowledges the importance of managing an influenza pandemic as any other hazard within an ongoing cycle of activities that include: Prevention Preparedness Response; and Recovery.


The above methodology is also consistent with the Australian Health Management Plan for Pandemic Influenza (AHMPPI), and will enable the University to maintain a consistent approach with state and national agencies. Table 1 outlines the stages of each activity with the Response subdivide into three additional stages: Standby: Initial Action; and Standdown.

Table 1: Stages of the Australian Health Management Plan for Pandemic Influenza

Prevention

Preparedness

Response Standby

Action

Standdown

Recovery

2.1 Prevention

The implementation of a timely and effective response is essential towards minimising the impact of a pandemic upon ECU’s community. As part of the ECU’s pre-pandemic preventative activities, a range of measures will be utilised. These measures include, but are not limited to: Engagement with Local and State Emergency Management Agencies; Surveillance and monitoring areas where the emergence of pandemic strains are more

likely; Movement of international students where outbreaks have been reported; The movement of ECU students (study tours, exchange programs) to areas where

outbreaks have been report or are nearby to these locations; and Support to seasonal influenza vaccination programs.

2.2 Preparedness

ECU’s preparation is ongoing and integrated as business as usual until there is a requirement to respond to a pandemic. In preparation for pandemic activities will be maintained: Development and maintenance of relevant plans; Ensuring that resources are available to support a response; and Monitoring the emergence of diseases with pandemic potential in areas where members

of the university may travel to, or operate from.

2.3 Response

In Western Australia the State Human Epidemic Controller (SHEC) is the advisory point for any changes in pandemic stages. Any actions that may require the University to transition from Preparedness to Standby will be done so following their advice.

2.3.1 Standby

The duration of the Standby stage may vary considerably and is dependent upon the progress of the pandemic. In some instances the Standby stage may be skipped and the government may transition immediately to the Action stage. During Standby the University’s response activities will focus upon:

Preparing to commence any enhanced arrangements that include:


o Identify and develop a succession plan for key personnel. The plan should identify workforce participation of 25% - 50% loss in personnel; identified teams should be prepared to remain separated to reduce transmission of virus.

o Identify counselling support arrangements and resources.

o Prepare to implement screening and monitoring processes for visitors and staff.

o Prepare to implement workplace restrictions. This should include flexible work arrangements such as telecommuting or flexible work hours to reduce the number of employees on campus.

o Identify Personal Protective Equipment (PPE) and current status of available stock. It is likely that staff or students will request protective items such as face masks and hand sanitizer while at the university.

o Identify the availability of vaccinations. o Prepare to limit access to workplace areas.

Implementing communications measures to raise awareness.

o Advise people to seek medical advice from their General Practitioner, or stay at home if they have flu like symptoms.

o E-mail notifications to all staff and students.

Refer to Appendix 2 for more detailed measures and responsible agencies.

2.3.2 Action (Initial and Targeted)

At the Action phase specific measures are required to ensure both containment and continuity of services. At this stage the university will have to prepare for a reduction in staff or closure. Other factors such as restrictions in access to the campus environment and workplaces, staff travel, screening workers and managing employees who become ill may be necessary.

At the Initial Action stage the following measures could be considered for implementation: Engagement with external organisations to enable ongoing monitoring of the external

environment and activities conducted by the Department of Health. Encourage staff to stay home if unwell or living with someone who is unwell. Clean and disinfect common working areas. Discourage social gatherings until the pandemic is clear. Suspend lectures. Non critical staff to work from home.

The Targeted Action stage begins when there is enough information available to require an adjustment in the current measures. Any change in the actions to be taken by the University will be following information received by the SHEC on which measures should be: Continued; Modified (including scaled up or down); Wound down and ceased.

As all pandemics differ, the University needs be sure that the implementation of any measures will be proportional to what is known about the current pandemic virus. To ensure that measures remain appropriate they will need to be reviewed and adjusted to ensure they are consistent with the level of risk.


2.4 Standdown

Following advice from the SHEC the University will move into the Standdown stage. Once this move occurs enhanced arrangements should be scaled back and the University will transition back to normal seasonal processes. Standdown activities should include:

Ceasing activities that are no longer needed. Monitoring for a second wave of the outbreak. Communicate activities to the Universities community to support the return from

pandemic to normal business services, and Evaluating and reviewing plans and procedures.

Communication during this period is essential as it will assist towards:

Providing reassurance that the they have the Shape awareness of the possibility of further outbreaks; and Ensures that the Universities community understands that the virus is still circulating and

will need to continue to be aware of the measures to protect themselves at an individual level.

2.5 Recovery

The Recovery stage and a return the normal services can be planned for and incrementally occur as soon as possible. The recovery process within the University will be coordinated by the CIMT. In achieving a full recovery it is essential to re-establish critical business functions, particularly if a closure has occurred. In support to these actions schools and centres will need to implement their respective business continuity and procedural plans.

Termination of Business Continuity Plan

Once normal business functions have been restored and under the direction of the Vice-Chancellor or the CIMT Recovery Director this BCP is to be terminated.

Post activity reporting

Following the termination of the BCP, the Recovery Director in conjunction with Strategic and Governance Services is to assess and compile a post incident review.


Appendices

Appendix 1. Australian and World Health Organisation (WHO) periods and phases of pandemic influenza a proposed response strategy

Prevention

Preparedness Establish pre-agreed arrangements by developing and maintaining plans;

Research pandemic specific influenza management strategies;

Ensure resources are available and ready for rapid response;

Monitor the emergence of diseases with pandemic potential, and investigating outbreaks if they occur.

Response Standby Prepare to commence enhanced arrangements Identify and characterise the nature of the disease

(commenced in Preparedness); and Communicate to raise awareness and confirm

governance arrangements.

Action Action is divided into two groups of activities:

Initial (when information about the disease is scarce)

Prepare and support health system needs; Manage initial cases; Identify and characterise the nature of the disease

within the Australian context; Provide information to support best practice health

care and to empower the community and responders to manage their own risk of exposure; and

Support effective governance.

Targeted (when enough is known about the disease to tailor measures to specific needs.)

Support and maintain quality care; Ensure a proportionate response; Communicate to engage, empower and build

confidence in the community; and Provide a coordinated and consistent approach.

Standdown Support and maintain quality care; Cease activities that are no longer needed, and

transition activities to seasonal or interim arrangements;

Monitor for a second wave of the outbreak; Monitor for the development of antiviral resistance;

and Evaluate systems and revise plans and procedures.

Recovery


Appendix 2. Guide to implementation for Social Distancing measures

Measures Preparedness Standby Initial Action Targeted Action:

Low CS1

Targeted Action:

Moderate CS

Targeted Action:

High CS

Standdown Practicalities

Cancel mass gatherings

Consider Impact upon ECU’s business.

Proactive school closures

Consider High impact upon workplace absenteeism

Reactive school closures

High impact upon workplace absenteeism.

In the presence of differentially higher transmission the impact of school closures is likely to be greater

Workplace closures Substantial costs to business and employees; disruption of services and supplies.

Potential for high cost to employees for lost work days.

Home working Not feasible for all.

Voluntary isolation of cases

Disruption to workplaces

Disruption to workplaces

Disruption to workplaces Household contacts at risk of infection.

Control of the pandemic is most likely when CS is high + transmissibility is low

Voluntary quarantine of contacts

High impact on workplace absenteeism

Benefits and compliance will be highest if disease is sever

Impact is dependent on early application.

Compliance is dependent on information and understanding of contacts

Contact tracing Essential for early surveillance activities.

Benefits are most likely if the disease severity is high. Continue in Targeted Action is CS is high and case identification is effective

Impact depends upon early application of controls.

1 Clinical Severity (CS) LOW: Mild to Moderate clinical features; MODERATE: Young healthy people and people in at high risk groups may experience sever illness; HIGH: Widespread severe illness will cause concern and challenge the capacity of the health sector.


Appendix 3. Guide to the Implementation of Infection Control Measures

Measures Preparedness Standby Initial Action Targeted Action:

Low CS

Targeted Action:

Moderate CS

Targeted Action:

High CS

Standdown Practicalities

Organisational infection control measures: Students

Isolate from campus if confirmed case




Student to self-identify and seek medical advice.

The intensity of infection control measures increase as transmissibility increases.

Organisational infection control measures: Staff





Staff to self-identify and seek medical advice.

Ensure appropriate PPE

Potential for high cost/impact the business for lost work days, or replacement staffing


PPE for Staff & Students

Used in conjunction the WA infection control guidelines

Used in conjunction the WA infection control guidelines Effectiveness is dependent upon compliance / correct usage.


University community messages:

Used for seasonal influenza

Empowers individuals

Needs to be in line with seasonal approach

Relevant for all levels of transmissibility Relevant for all levels of transmissibility


Appendix 4. - CIMT Responsibilities and Task requirements

Stage Measures Responsible Area Remarks

Prevention

Prepare

Review School and Centre Business Continuity Plans: Test and update as required.

SGS (Risk & Assurance Services)

Liaise with LEMC and confirm State communication channels. SGS (Risk & Assurance Services)

School and Centre Staff Recall Registers are to be updated with copies available to the CIMT.

School/Centre Admin

Confirm CIMT members for the pandemic, ensuring standby members are available.

CIMT Recovery Director

Ensure CIMT personnel are familiar with this Business Continuity Plan and Subordinate Business Continuity Plans

CIMT Recovery Director

Response

Standby

DELAY Initiate recall of Critical Incident Management Team – advise of pandemic notification and arrange for initial briefing and coordination of tasks.

Recovery Director



Activate Emergency Coordination Centre (ECC) if required. Recovery Director

Identify and prepare to implement screening and monitoring process for staff, students and visitors.

ALL

Identify and prepare to implement workplace restrictions ALL

Overseas 4 Human Incident Team (Human Resources) – Staff

Prepare action plan for staff if pandemic occurs. Estimation of 25% absenteeism during the pandemic, peaking at approximately 50%.

Prepare information sessions for staff

Prepare and distribute information bulletins to staff. Corporate and Public Relations

Identify staff travelling overseas. SGS (Risk & Assurance Services) – through travel co-ordinators

Overseas 5 Implement information sessions for staff.

Confirm with Employee Assistance Program for support to staff for counselling.

Overseas 4 Human Incident Team (Student Services Centre) - Students

Prepare action plan for students, this should include providing information regarding the pandemic (handouts and notices), absenteeism, examinations and counselling services.

Some coordination with HR and ECU international and International English Centre required.



Identify sources of additional student counselling. Fear and uncertainty is likely to place greater strain upon students.

Identify requirements and plan for the provision of PPE to staff and students whilst on campus.

Overseas 5 Prepare information sessions for students. Some coordination with HR required.

DELAY Provide additional student counselling if required.

Overseas 4/5 Public and Corporate Relations

DELAY

Prepare generic media release and web page information. Coordinate with HR and SSC

Prepare information releases to staff and students. Coordinate with HR and SSC

Overseas 4/5 Facilities and Services Centre

DELAY

Identify requirement for additional security services across all campuses.

Review supply for the provision of services across campuses from external agencies. This should include existing contracts with suppliers and the likelihood of a reduction or failure to supply. Alternate sources should be identified

Prepare for a reduction in Utilities (Power, water).

Prepare for a reduction in Fuel Supply (Backup generators).



Review cleaning contracts for additional cleaning and disinfecting of areas.

Supply of disinfectant based soaps and hand cleaners in areas (bathrooms, kitchens)

Prepare and plan for the closure of common areas, including on campus accommodation. Areas to include:

Building 22 – Gymnasium;

Cafeterias and Bar areas;

Day Care;

Building 2 & 21 – Student Common Rooms.

Liaise with third party suppliers – Cafeterias/Guild Bar, to ensure that changes to WA Health regulations are being implemented.

Assist in the creation and distribution of instruction/notification cards. Coordinate with SSC and HR

Ensure that soap dispensers are checked regularly and damaged/defective units are replaced.

Cleaners

Increase the frequency of cleaning for toilet areas. Cleaners

ITSC

DELAY

Ensure Backup and Recovery Plan procedures are current and tested.

Identify recovery teams and ensure that team members are trained and capable of fulfilling various roles and functions within the team.

Prepare for an increase in use external access to services including VPN.


Pandemic Response Phase 6a-d

DELAY At Phase 6a, the possibility exists that the University or one of its campuses may be closed. Until this event occurs there are a number of processes that are required action.

Response - ITSC

Staff cover will include support from home by IT support staff and where required onsite cover will be provided within the guidelines of this plan.

Services will be limited to the following: Telephones & Mobiles Data & Voice Networks IT Service Desk

WEB Application Systems: Staffkiosk - http://staffkiosk.ecu.edu.au Staffmail - http://staffmail.ecu.edu.au SIMO – http://simo.ecu.edu.au Student Email – http://webmail.student.ecu.edu.au ECU Home Pages – http://www.ecu.edu.au CAS – Http://mylogin.ecu.edu.au

Client based systems requiring VPN access: Health & Medical systems Finance & Payroll Callista

Teaching & Learning: Blackboard

Continuity Plans:

Business Continuity Plans to be reviewed and endorsed in the event of a long term outage.

IT Managers [10 – 15 staff members on call to assist with ongoing support to critical systems]


Response - Student Services Centre

Develop a standardised message for call centre support and response to callers.

Director SSC [3 staff members to assist with call centre and query service]

Prepare to reduce staff levels and manning of phones for prolonged period.

Doctors Centre to remain open.

Pre closure Prepare to suspend teaching. School Operations Managers

Suspend all social events where crowds are likely to gather. Recovery Director

Encourage students to continue studies online via Blackboard, this can aid in reducing the numbers of students within a classroom environment.

School Operations Managers

Encourage staff and students to remain at home if unwell or caring for someone at home who is.

School & Centre Management

Working areas to be cleaned and disinfected more often. ALL

Prepare Building 21 for potential overflow of patients from Joondalup or surrounding hospitals.

Dean SNMS

Director FSC

Facilities and Services Work Instructions to be reviewed and prepared for implementation

Director FSC

Closure The closure of the University will be under the direction of the WA State Government.

Suspend all teaching. In the event of closure coinciding with examination period review of arrangement are required.

Research activities to be undertaken within critical areas only.

Vice Chancellor or CIMT Recovery Director

Teaching to be assessed at time of escalation.


Facilities & Services

South West Campus

Close Campus

Transfer remaining student housing students to Mount Lawley and Joondalup.

ECU staff to undertake regular security patrols.

Dean (SW Campus)

Mount Lawley Maintain Student Housing

ECU Staff Security presence during the day and night patrols at night.

Director FSC FSC Staff

2 x ML Student Housing

Joondalup Maintain Student Housing services

FSC to ensure building maintenance is maintained for Mt Lawley.

ECU Staff Security presence during the day and night patrols at night.

Director FSC FSC Staff

2 x JO Student Housing

5 x Bld Maintenance

10 x Security (BU/ML/JO)

All non-critical staff to work from home. Only essential services personnel to remain upon campus.


Recovery Phase

If university has been closed:

Notify staff and advise of reopening.

Prepare for resumption of teaching.

Notify students of return date for teaching period.

CIMT

Monitor progress of BCP Recovery Director

Liaise with WA Department of Health. Recovery Director

Notify Staff and students of change in the Pandemic alert status. CIMT

Provide counselling services to staff and students where required.

Stand down BCP when recovery complete.

Monitor procedures for a return to normal. School & Centre Management

Conduct post activity review. BCC & CMIT


Appendix 5. – Staff and Student Notices

Hand washing is one of the most important measures to prevent the spread of infection. Use alcohol based liquids, gels or wipes if you do not have access to soap and water.

Dry your hands with a disposable towel.

Be careful with secretions from the nose and mouth.

Cover the mouth and nose when coughing or sneezing.

Use tissues and dispose of once used – in a waste container.

Always wash your hands after having contact with respiratory secretions.

Ask people to use a tissue and cover their nose and mouth when coughing and sneezing.

Stand clear of people coughing.

Try to avoid touching your face and eyes.

Do not tough used tissues or handkerchiefs.

Do not share cups, dishes or cutlery.

The incubation period for the influenza is up to seven days. The symptoms may include:

High fever and muscle aches and pains

Headache.

Fatigue.

Sore throat, cough or difficulty breathing

May also include diarrhoea and red sore eyes (conjunctivitis).

If you exhibit these symptoms and you have recently arrived or returned from overseas where you may have come in close contact with infected birds please contact your doctor immediately.

Contacts and additional can be found from the following sources:

Australian Government Department of Health and Ageing: http://www.health.gov.au/

WA Department of Health: http://www.health.wa.gov.au/

Influenza (Protecting yourself and others – Cleanliness) Avian Flu (Symptoms)


Avoid face to face meetings – use alternatives such as the telephone, email and video conferencing.

Cancel or postpone non-essential meetings.

Where face to face meetings are unavoidable, minimise the meeting time or utilise a large room and add space between people.

Avoid unnecessary travel.

Arrange to work from home or at varying times (shift work).

Avoid crowded public transport. Use alternate travel options or travel outside of peak time.

Avoid crowded eating areas.

Avoid leisure and recreational facilities where contact with crows is unavoidable.

Influenza Pandemic

P t ti lf d Oth Mi i i i C t t


Appendix 6. Hand Hygiene


Appendix 7. - Area notification

INFLUENZA NOTIFICATION

Influenza is a contagious disease.

In order to reduce / prevent the spread of influenza at ECU, the following information is critical:

DO NOT COME TO WORK / CLASS if you have the following symptoms:

High fever (Usual sudden onset over 38 degrees Celsius and lasts 3-4 days)

Headache

Muscle aches and pains

Fatigue (early onset can be severe and can last 2-3 weeks or more after the acute illness)

Gastrointestinal symptoms (such as nausea and vomiting and especially in children <5)

Sore throat

Chest discomfort

If some of the above apply to you, please go home and wait until you have recovered fully before returning to work / class.

If you have recently arrived from overseas or returned from overseas,

Please consult your local Doctor or seek advice from the Student Health Services

If you start to feel ill at work, DO NOT leave your work area


Appendix 8. Support agencies contact list

Title Name Office Location Office Fax Mobile /

After Hours

IT Help Desk 9370 6000

Maintenance Help Desk 6304 5554

Security – South West 6304 3333

Public Relations & Corporate Communications

JO 1.214 6304 2131

Human Incident Support Team - Staff JO 1.373 6304 2937 6304 2760

Human Incident Support Team – Students JO 31.455 6304 3888 6304 2099

Finance Support Team JO 1.265 6304 2434 6304 2866

Manager, Campus Services JO 1.307 6304 2757 6304 2787

Campus Services Office - Joondalup JO 1.219 6304 5586 6304 5119

Campus Services Office – Mount Lawley ML 3.150 9370 6534 9370 2910

Campus Services Office – South West BU 7.105 9780 7706 9780 7800

Counselling Services – Students ML 3.128 9370 6706 9370 6730

External Counselling Services Employee Assistance Services L16, 251 Adelaide Tce 1300 361 008 (24Hrs)

9225 4522 9225 4533

Fire Service Emergency 000

Police Emergency 000


Attendance Required 13 14 44

Ambulance Emergency

Non-Emergency

000

9334 1234

Alinta Gas 13 13 52

Western Power – Faults 13 13 51

Water Corporation 13 13 75

FESA Emergency Information Line 1300 657 209

Environmental Protection Authority A/ H 1800 018 800

Department of Environment – Pollution Control

1300 784 782

Disaster Recovery Co-ordinator Joondalup Health Campus 9400 9400 9400 9880

Poisons Hotline 13 11 26

Sexual Assault referral Centre 9340 1828

State Emergency Services 1300 130 039

Terrorist Hotline 1800 123 400

RiskCover Insurance Assessor 9264 3457 0417 019 275

Marsh 08 9474 2915 0402 036 353

0415 513 385


Documents

BCP ECU Influenza Pandemic Plan (2017)€¦ · BCP: Management Plan for an Pandemic Influenza Page 2 9HUVLRQ 4.1 75,0 1R 5HOHYDQFH WR Members of the Critical Incident Management Group