Environmental Measures

HEALTH AND SAFETY GUIDELINES FOR LEARNING AND WORKING ON CAMPUS: ENVIRONMENTAL MEASURES

According to occupational safety and health guidelines, the best way to control a hazard is to systematically remove it from the environment. In the case of COVID-19, environmental measures play a critical role in augmenting personal protective measures to minimize spread and infection.

Hierarchy of Controls

Controls in the physical environment and safe work practices help to prevent the transmission of COVID19 among faculty, staff and students. The primary objectives of workplace controls are to:

Minimize risk by reducing the duration, frequency, and intensity of exposure in the workplace Promote preventative safety practices that lower the risk of infection Protect high-risk populations

Hierarchy of controls is a concept used by the National Institute for Occupational Safety and Health (NIOSH) as a framework for identifying controls for potentially harmful workplace conditions. These principles are useful for assessing the effectiveness of controls for COVID-19 and for understanding the range of impacts those measures can have on decreasing the likelihood of transmission.

NIOSH hierarchy of controls, prioritizing the most effective measurements available:

Elimination –physically remove the hazard; eliminate working conditions that threaten safety, health and well-being Substitution –replace a given hazard with something less hazardous Engineering controls –redesign the work environment; isolate people from a hazard Administrative controls –change the way people work, includes changes in policies or procedures to reduce or minimize hazard exposure such as limiting occupancy in the workplace Personal Protective Equipment –use of personal protective equipment (PPE) worn by individuals to reduce the effects of exposure to a hazard

Elimination & Substitution Controls

These are the most effective controls and entail eliminating exposure to the hazard. Since there are currently no drugs licensed for the treatment or prevention of COVID-19, elimination strategies remove the opportunityfor transmission (e.g. working from home, redistributing responsibilities to reduce contact between individuals, contactless delivery of services and goods; and isolation and quarantine protocols).

Engineering Controls

Transmission of SARS-CoV-2 occursprimarily through prolonged, close contact, thus physical distancing is a critical component in prevention. Workplace modifications (e.g., physical barriers, design modifications) should maximize physical distancing and limit interaction between staff, faculty, and students; provide clear communication and signage; and ensure adequate supplies to support personal hygiene, cleaning and disinfection practices.

Physical Distancing | No more than one person should be in a shared workspace unless at least six feet of distancing can be consistently maintained and all people are wearing masks. Classes will take place in larger venues and have been configured to maintain as much distance as possible between students. Access to common areas will be restricted, furniture will be removed. Depending on width, some hallways will be converted to one way. If necessary, physical barriers, such as clear plastic sneeze guards or Plexiglasbarriers, will be installed at highly visited areas.

Signage | Instructional signs, visual cues, wayfinding and floor markings will be installed throughout Brown, Goldfarb and Hillman halls. Digital boards will display hygiene and sanitation protocols.

Equipment and Supplies| Restrooms will be stocked with an adequate supply of soap, water, toilet tissue and paper towels; hand sanitizer dispensers will be located throughout the buildings, particularly in high traffic areas. Disposable face masks will be stocked and distributed discriminately.

Cleaning and Sanitation | Custodial teams will follow university guidelines for enhanced cleaning protocols. Roomsthat host more than one class per day will be equipped with cleaning supplies, such as disinfecting wipes.

Ventilation| Consideration will be given to the role of ventilation in reducing the spread of the virus. When feasible, doors will remain open to increase airflow and to reduce touching door handles.

Administrative Controls

Administrative controls consist of changes in how work is performed, such as minimizing contact among workers byreplacing face-to-face meetings with virtual communications and implementing telework when feasible. Administrative controls also refer to infrastructure supports that facilitate safe work practices (e.g. wearing a face covering, practicing healthy hygiene, and cleaning workspaces).

The efficiency of environmental measuresis contingent upon human behaviorand involves providing safety and health resources to enhance individual knowledge. All employees and students coming to

campus will be oriented in the new public health protocols and environmental modifications. Constituents must demonstrate comprehension of and commitment to these new practices.

Environmental measures for a healthy and safe school

Prior to ramping up on campus operations, the physical environment will be modified to facilitate optimal safety precautions and serve as a test for the gradual increase of population density. At any given time, the Brown School aims tomaintain the lowest possible population density on its premises, so as to adhere to physical distancing standards and not to exceed density thresholds.

Environmental Measures

Reduced density Designated entrance and exits Limited elevator use Classrooms configured to maintain maximum distance between students Workspaces arranged to maintain a minimum of six feetbetween employees No communal or congregational areas Event spaces converted to classrooms

Redesigning the physical environment to offer optimal protection and safety for our constituentsis the cornerstone of these workplace controls and the practices they are designed to elicit. Therefore, the overall recommendation is to take conservative measures to eliminate the opportunity for transmission and adopt controls to deter behaviors that increase risk and to encourage behaviors that improve safety.

Detailed procedures, environmental modifications, and scenariosare outlined in Appendix D.

Part III

PREVENTING SPREAD AND PROMOTING RECOVERY: SUPPORTING BROWN SCHOOL STUDENTS, FACULTY AND STAFF WHO CONTRACT COVID-19

In the event that a member of our community tests positive for COVID-19, we will exercise care and compassion in supporting recovery, and in fulfilling our responsibilities to protecting the health and safety of the Brown School community.

OVERVIEW

While preventative measures will be in place to minimize the risk of infection for Brown School community members, the reality is that students, faculty or staff members maybecome ill due to COVID-19. Our constituent groups have different risk factors, as well asexposure to systemic and structural forces that are driving higher rates of infection and worse outcomes for those infected with COVID-19. Stigma and fear of repercussions are threats to successful preventative and recovery practices and community wellbeing. Effectively supporting our Brown School community members who become ill and clearly communicating these efforts are essential both to promote health and support recovery from infection.

The primary objectives of this protocol are to:  Describe the type and level of supports the Brown School is prepared to provide to individuals  Describe the process for assessing and accessing supports  Outline the response to a probable or confirmed case of COVID-19 at the Brown School

A confirmed case refers to individuals with a positive COVID-19 test result. Probablecases include individuals exhibiting COVID-19 symptoms who have not yet been tested, who have not yet received their test result, or who have an inconclusive test result. The CDC defines probable cases as meeting clinical criteria and epidemiologic evidence with no confirmatory laboratory testing performed for COVID-19; or meeting presumptive laboratory evidence and either clinical criteria orepidemiologic evidence.

Any Danforth Campus employee, student, contractor or visitor who is currently diagnosed with COVID19, is experiencing symptoms consistent with COVID-19, or has had direct contact with a person with a confirmed or suspected COVID-19 diagnosis should notcome onto campus.

Students, faculty and staffare expected to adhere to dailyscreening protocols as outlined previously in the section on public health measures. If an employee or student fails the screening protocol, they

must immediately contact the appropriate university office or center and follow their instructions:

Employeescontact Occupational Health at (314) 362-5056 Students contact Habif Health and Wellness Center at (314) 935-6666

Occupational Health and the Habif Health and Wellness Center will operate as centralized offices for case management and any additional steps related to testing, contact tracing and medical care will be facilitated through them. Appendix Fincludes furtherinformation if a student, faculty, or staff member does not pass the screening protocol. Appendix G is the Danforth Campus Protocol on Responding to COVID-19 Positive or Presumed Positive Employee, dated July 14, 2020. For more information on WashU reporting and response to COVID-positive cases or exposures, click here.

If a member of our communitytests positive, is presumed positive or has been exposed to someone with COVID-19, that individual must report this information to Habif Health and Wellness Center (students) orOccupational Health (employees). Their confidential health information should not be shared. The University has obligations under HIPAA, FERPA, ADA and other federal and state laws, and, depending upon the circumstances, such disclosures may constitute a violation of these laws and University policy. The University will have a process in place for sharing information about the general health of our community, including de-identified positive cases. 20

Connecting to Resources and Support

In alignment with the values and culture of the Brown School, we will be prepared to offer additional support to students, faculty or staff members who have been diagnosed with COVOID-19. If said constituentwould like tovoluntarilyshare their situation with the appropriate Brown School contact, they will be referred to additional resources according to their needs. This service does not include dispensing any medical or health-related assessments or advice.

Students

The Brown School is committed to supporting the academic success and personal well-being of its students. Our approach to assisting confirmed or suspected COVID-19 cases that occur amongst our student body will align with current models for addressing student health and academic performance. Students can voluntarily initiate support, or faculty or staff members can refer students to the Brown School Academic and Student Support Team. All reports of concern or requests for support will go through this team, which includes: Danielle Bristow, Assistant Dean for StudentAffairs; Zachary Romo, Assistant Director for Student Engagement; and Miriam Joelson, Academic and Student Affairs Coordinator.

Once contact has been initiated, a liaison from the team will confirm that the student has already notified the Habif Health and Wellness Centerand is following all protocol according to university requirements, and then will assess whether the student needs support with the following:

Accessing medical and mental healthcare Identifying resources forthe provision ofessential goods(groceries, medicine, etc.) Understanding safe health practices according to public health and university guidelines Informing faculty of their status (if requested) and negotiating accommodations in courses (e.g. extensions) Evaluating academic options such as withdrawing from a course, taking an incomplete, and requesting Medical Leave of Absence

Liaisons will provide ongoing communication and follow up until it is determined that the student is no longer in need of support.

According to the WashU Together plan for Fall 2020, the universityplans to offer:

Isolation housing for students who test positive unless they are able to isolate in an off-campus location; Quarantine housing for students who have been directed to quarantine due to exposure, pending test results or other circumstances; and Help with meals and other essential services –including cleaning –to meet needs of students who are quarantined or isolated on-or off-campus.

Additionally, the Crisis Response Fund will res-stablished for undergraduates and graduate students who are facing financial difficulty.

Faculty & Staff

If you learn that you or someone you know at the university has tested positive, is presumed positive or has been exposed to someone with COVID-19, there are protocols you must follow. Employees who meet any of the following conditions must contact Occupational Health at 314-362-3528 or

occupationalhealthservice@wusm.wustl.edu, and follow their instructions:

Is ill or reports symptoms of COVID-19 Fails the self-screening Thinksthey have been exposed, but have not tested positiveor been told by their health care provider that theyare presumed positive Testspositive test from an outside entity are the supervisor of a person who has tested positive or has been told they are presumed positive for COVID-19

Once notified of a positive case, Occupational Health will:

Communicate with the appropriate local health department and initiate any required contact tracing as directed by the health department. Notify individuals in the university community identified as a close contact of the individual and advise them of next steps, including any required preventive measures such as testing or quarantine. Contact the person’s supervisor or dean to advise on any necessary follow-up within the school or department. Advise and coordinate enhanced cleaning and disinfection of affected areas, if necessary.

Occupational Health will provide stay-at-home expectations and information on next steps, including monitoring of symptoms and isolation at home, cleaning and disinfection guidance, and the protocol to receive clearance to return to work. See Appendix G for the Danforth Campus Protocol on Responding to COVID-19 Positiveor Presumed Positive Employee(dated July 14, 2020), and Appendix H for guidance on communicating with WashU community members diagnosed with COVID-19.

Aside from initially notifying Occupational Health, supervisorsshould not share information about the health of any specific employee. Occupational Health will provide information to the supervisor if further communication with or instructions to other employees is necessary (e.g., sending employees home, restricting certain office space, etc.). Please respect the privacy of your fellow colleagues and peers; if you become aware of an individual who has tested positive, is presumed positive or has been exposed to COVID-19, do not share theirconfidential health information with others.

Washington University provides support and resources for its employees and should a faculty or staff memberbe in need of additional assistance, theyhave the option of consulting with their supervisor and/or the school’s human resource administrator to discussspecific needs.

General supports include:

Guidance on navigating WashU Human Resources policies (e.g., sick leave, FMLA, vacation time, COVID-19 paid leave time) Information aboutWashU’s Health Care Benefit Resources for all employees, available through the WashU medical plan, including:

COVID-19 testing coverage; virtual medical visits and telehealth coverage; prescription drug home delivery WashU’s United Health Care nurse advocate who can help connect the staff member to health services, including virtual doctor’s visits Resources available to help with family care needs, including Work-Life Solutions (EAP) Mental health and wellness supports available through Human Resources including:  Access to 24/7 mental/behavioral health support through UnitedHealthcare  Move into Mindfulness program  WashU’s Work-Life Solutions (EAP) program  “Coping with COVID-19 Hotline” through the School of Medicine’s Department of Psychiatry: 314-286-1700  Zoom peer support groups and sessions, including a “Quarantine Support Group”  WashU’s HR COVID-19 Employee Well-Being Supportpage Support networksthat aid in the provision of essential goods (groceries, medicine, etc.) Connection with Information Technology on telecommuting supports (e.g. hardware, software) should the employee plan to work during isolation and quarantine

Instructional Supports

Teaching considerations for faculty and staff instructors affected by COVID-19may require supports and contingencies specific to course instruction. In addition to connecting to our school human resources contact, faculty and staff instructors should be referred to:

The appropriate academic program Associate/Assistant Dean who will support teaching and course contingency planning related needs. Lorien Carter, Associate Professor of Practice, (lcarter@wustl.edu), lead for the faculty instructional coaching initiative, is available to support instructors with additional strategies and best practices

Faculty and instructors should develop plans and options for a potential course disruption. These

contingency plans should be submitted with course syllabi to Sue Imhoff, in advance of the start of the semester.

In the event that course disruption is likely to occur, instructors will coordinate with the Academic leadership team to select the most appropriate alternative. Determining which option to exercise will depend somewhat on whether an instructor is in quarantine due to close contact with a person with COVID-19, is exhibiting symptoms, and/or has tested positive for the virus.

Options available include:

Move the course online (if it was originally being offered in-person) Reschedule or transition to asynchronous online (see options below for suggestions) Enlist support from another instructor as needed Follow grading contingency plans (e.g. grade submission deadline extension for non-graduating students, alternate grading supports, etc.)

Classroom time missed should be rescheduled if possible, using one of the following options:

Add a new day/time to cover the missed content (recognizing that some students may not be able to attend, therefore, attendance at that new class date should not be tied to attendance or participation grades) Add up to 30 minutes to the beginning or end of your remaining course sessions until you’ve made up the time and content missed (also recognizing that some students may not be able to arrive early or stay late, therefore, attendance for those additional time periods should not be tied to attendance or participation grades)

Instructors may determine that it isn’t feasible to make up the class time, in these cases, an instructor can assign appropriate alternative work commensurate with content and time allotment for the cancelled class session(s).

Options available for alternative course materials include:

Webinars (especially those that are free to students) focused on similar topics TED Talks with experts in the discipline sharing information on similar topics Supplemental concentration and specialization specific ideas and resources may be collected and will be made availablein the Brown Faculty Teaching Resource Canvas site when possible.

Similarly, if there is disruption to time limited skill labs and short courses (typically 1-credit/15 contact hours), the alternatives include identifying a replacement instructor or rescheduling the class.

Steps for Brown School Departments & Centers

Continued outbreaks of COVID-19 may result in prolonged staff absenteeism. Employees who become sick with COVID-19 or need to care for a sick family member may be unable to perform their job duties for weeks or even months. Each Brown School department and center should consideralternative staffing plans to ensure we can continue to support our mission.

Each department head or research center director should develop a plan to continue essential functions in case of employee absenteeism. This should include plans to:

o o o o o Outline all critical and essential functions of the department or center. Designate a back-up point person for key responsibilities or personnel. Designate an alternative supervisor for employees managing other staff or students. Cross-train staffto perform essential functions. Outline how you will support staff with child care needs as they arise (e.g., schools/daycare center remain closed).

Additional scenarios to consider:

A faculty or staff member has recently relocated to the St. Louis region and does not have proximate access to family or community support networks.

Steps for Brown School Administration

If a case of COVID-19 is confirmed on campus premises, the School will need to follow university, local, state, and federal guidelines. The following steps are adapted from the CDC Interim Guidelines for Administrators of US Institutions of Higher Education and are provided as an initial starting point.  Coordinate with universityand local health officials to determine mitigation measures (e.g. whether the cancellation of classes and closure of buildings and facilities is warranted and the duration of the closure).  Communicate with students, staff and faculty as necessary in collaboration with university and local health officials about the possible COVID-19 exposure and any dismissal decisions.  Clean and disinfect thoroughly areas used by the infected individual.  Implement contingency plan to continue education during building closures.

Case Investigation and Contact Tracing

According to the CDC, case investigation and contact tracing are trusted public health tools and an essential strategy to prevent further spread of COVID-19. Case investigation is part of the process of supporting people with probable or confirmed infection and involves working with them to identify those who they have been in contact with during the infection period. During contact tracing, qualified tracers track down contacts so that they can be informed and take action to prevent further spread, such as isolation and quarantine.

In coordination with the St. Louis City and County Departments of Health, Washington University Occupational Health and the Habif Health and Wellness Center will help conduct contact tracing and notification within the university community for COVID-positive individuals and their close contacts if affiliated with the university. Individuals who are confirmed or presumed positive will be expected to participate in the contact tracing process. Learn more about contact tracing here.

Monitoring and Containment

In an effort to control the spread of COVID-19 within the campuscommunity, the university is implementing monitoring and containment protocols. In addition to daily screening and contact tracing, the universityis developing free testing forstudents, faculty and staff who fail self-screenings or present symptoms, as well as individuals designated by Habif Health and Wellness Center or Occupational Health for purposes of contact tracing. If a WashU constituent seeks testing at a non-University site, they must report all results (whether positive or negative) to the university. The university also plans to establish isolation and quarantine housing for students.

In the event that an outbreak occurs in the Brown School, senior leaders will coordinatewith university officials, Occupational Health, and the Habif Health and Wellness Centerto monitorthe situation, assess the risk of spread, and manage mitigation measures (such as: short-term cancellation of classes; closing off areas used byan infected person; or moving classes to remote instruction). These decisions will be determined with consideration to local public health procedures and public and population health metrics, including number of new cases on campus or in the community. Deliberation and decisionmaking will reflect the highest regard for confidentiality and public safety. Every step we take will be informed by public health guidance with the safety and well-being of our community as our top priority.