Rush University COVID-19 Response Playbook As of 5/14/20 Table of Contents Chapter 1: University Command Center 4 Chapter 2: Business Continuity Checklist 7 Chapter 3: University Communications Strategy 9 Chapter 4: Online Instruction 12 Chapter 5: Facilities 15 Chapter 6: Student Affairs 17 Chapter 7: Research 21 Chapter 8: Finance 23 Rush University COVID-19 Response Playbook 2 RUSH Overview: Rush University System for Health (RUSH) is an academic health system in Chicago whose mission is to improve the health of the individuals and diverse communities it serves through the integration of outstanding patient care, education, research and community partnerships. RUSH is comprised of Rush University Medical Center, Rush University, Rush Copley Medical Center and Rush Oak Park Hospital, as well as numerous outpatient care facilities. Rush University, with a diverse student body of over 2,700 students, is a health sciences university with four colleges: Rush Medical College, the College of Nursing, the College of Health Sciences and the Graduate College. On March 2, 2020, Rush University Medical Center activated the Hospital Incident Command Center, or HICS, in anticipation of the growing number of COVID-19 cases in the Chicagoland area. The HICS structure provided a centralized, methodical and organized system of acute issues and potential threats, in order to devise strategic, rapid and executable solutions. Additionally, HICS uses a high-level matrix of clear accountability while determining resources needed. The command center model is an effective management tool for organizing personnel, facilities, equipment and communication at the scene of an emergency. Command centers ae an effective, flexible and scalable emergency management tool — they can be established for emergencies of any size and adaptable to the specific incident. Rush University COVID-19 Response Playbook 3 Chapter 1 University Command Center Rush University COVID-19 Response Playbook 4 University Command Overview As the HICS leaders began strategizing Rush’s response, it became clear that the University would need its own dedicated command center team to respond the to the challenges that would impact our operations, learning environment and academic support structure significantly. On March 6, 2020, Rush University leaders formed the University Command Center (UCC), which included the University’s president*, provost*, vice provosts, deans from all four colleges, as well as leaders from all essential units: • Center for Teaching Excellence and Innovation (CTEI) • Center for Academic Excellence • Compliance • Department of Marketing and Communications* • Division of Student Affairs • Employee Health Services • Environmental Services • Facilities • Information Services (IS) • Office of Faculty Affairs • Office of Human Resources • Office of Legal Affairs • Office of Research Affairs • Office of Student Financial Affairs • Security *Indicates members of both HICS and UCC The primary goal of the UCC was to develop a comprehensive plan to ensure the continuation of course delivery and uncompromised quality of education, as well as critical clinical and basic research obligations during this crisis, while protecting the safety and well-being of students, faculty and staff. Several members of UCC were also HICS participants, which ensured that the university’s plans were in alignment with HICS plans and provided the opportunity to share relevant information between the two teams. The UCC team met daily, was fully engaged and worked as a team to solve problems, provide change management, quell concerns and provide transparency related to the evolving situation. Rush University COVID-19 Response Playbook 5 Composition of University Command Center Academic Affairs Student Affairs Continuing Education College Leadership Vice Provost, Registrar Vice Provost Vice Provost Deans, Associate Deans Research Vice Provost Legal General Counsel Finance HR Business CFO Executive Leadership President and Provost Partner Technology SVP, AVP Facilities & Environmental Services Directors Community Engagement Staff & Faculty Council Communications Compliance Senior Director Chairpersons AVP, Director AVP Rush University COVID-19 Response Playbook 6 Chapter 2 Business Continuity Checklist Rush University COVID-19 Response Playbook 7 Business Continuity Checklist A major disaster can jeopardize the education of thousands of students while disrupting normal operations for faculty and staff. Therefore, planning and preparing for various types of disasters is critical for a university. A business continuity checklist can help University leadership mitigate a disaster proactively and efficiently. Our checklist played a pivotal role in our response to the rapidly changing environment during the COVID-19 pandemic. University Command Center Board of Govenors Accreditation Facilities Student Life 1 Setup and Operations 2 3 4 5 Identify University leaders and Create a cadence for regular Monitor changing require- Close facilities for non-es- Address student financial aid, participants that will meet regularly reporting to the Board of ments from accrediting bodies. sential personnel. Explore commencement, orientation, to develop and execute plans for crisis Governors. Collaborate with Ensure that program changes alternate use of facilities to wellness, housing, events, mitigation the Board of Governors on are aligned with accreditation address additional space health insurance in response fundraising and leveraging requirements requirements to the crisis their network Finance Communication Research Community Metrics 6 7 8 9 Engagement 10 Monitor local, state and federal grant Establish a cadence for regular Identify and prioritize research Map volunteer opportunities Track number of people opportunities. Track disaster related communication to all stakehold- opportunities from federal, state to interested students. impacted globally, nationally expenses for potential reimbursement ers using a townhalls, website and industry sources. Create Obtain appropriate waivers and locally; number of courses from the government and social media. Request policies to address funding issues from participating students. scheduled; number of courses exemptions from state and resulting from disruption of normal Coordinate volunteer migrated online and number federal laws to ease adverse laboratory and research activities. opportunities with office of of new clinical trials effects of crisis Assess new research protocols. Community Engagement Apply for NIH supplemental grant opportunities Education & Academic Wellness Human Resources Technology Surge Plan 11 Effectiveness 12 13 14 15 Support students and faculty in Educate students, faculty Create/modify policies to Assess the readiness Create guiding principles for migration to remote instruction. and staff on available wellness address work-from-home, PTO, for migration to remote deploying faculty and students. Expand and adapt continuing resources. Conduct periodic leave, redeployment of work- testing and work from home. Create a list of faculty and education and CME to include virtual wellness rounds force. Consider hiring freeze for Support students and faculty students available to assist COVID-19 grand rounds and real-time to reinforce wellness and non-essential positions with training and tools for with the surge and track their educational opportunities. Assess the available resources remote instruction deployment effectiveness and quality of education Rush University COVID-19 Response Playbook 8 Chapter 3 University Communication Strategy Rush University COVID-19 Response Playbook 9 University Communication Strategy The primary goal of internal and external University communications was to be completely transparent and timely with communication to all stakeholders. As the UCC made decisions regarding University operations, regular email communications were distributed to the University community related to class updates, changes on campus, FAQs, travel-related policies and services that were accessible remotely. University communications also included health information on the novel coronavirus and associated symptoms, the importance of social distancing, procedures on what to do if you begin to feel ill and tips for avoiding illness, including a video on handwashing. Important announcements were also distributed by the University and colleges on social media using Twitter, Facebook and Instagram. Watch Video Watch Video Rush University COVID-19 Response Playbook 10 In addition to University-wide emails, the deans sent regular communications to their students with college-specific updates. To help stream- line COVID-19 communications, dedicated COVID-19 email addresses were set up for each college so students could submit questions and concerns directly to the deans. A COVID-19 information page was created on the Rush University (www.rushu.rush.edu) public website to share health information, wellness resources, travel restrictions and updates, FAQs, remote learning and teaching instructions and copies of all internal communications. Students, faculty and staff were directed to this site in every internal communication. This site was also designed so that other stakeholders, including parents, could receive updates on what was happening at the University. Rush University COVID-19 Response Playbook 11 Chapter 4 Online Instruction Rush University COVID-19 Response Playbook 12 Online Instruction (Assessment for readiness and flipping the switch)