Section V: Communicable Disease Pandemic Plan

Effective April 1, 2021, Labor Law §27-c, amends Labor Law §27-1 and adds a new provision to Education Law §2801-a.  Labor Law §27-c requires public employers to develop operation plans in the event of certain declared public health emergencies.  Education Law §2801-a requires school districts to develop plans consistent with the new Labor Law requirement. The new law requires public employers to prepare a plan for the continuation of operations in the event that the Governor declares a public health emergency involving a communicable disease. Educational institutions must prepare plans consistent with Labor Law §27-c as part of their school safety plans pursuant to newly added subsection (2)(m) of Education Law §2801-a. The Plan addresses the required components in the sections as noted below:

  • Prevention/Mitigation
    • 1) A list and description of positions and titles considered essential with justification for that determination.
    • 2) The specific protocols that will be followed to enable non-essential employees and contractors to telecommute.
    • 3) A description of how the employer will, to the extent possible, stagger work shifts of essential employees and contractors to reduce workplace and public transportation overcrowding.
  • Protection/Preparedness
    • 4) Protocols to be implemented to secure personal protective equipment (PPE) sufficient to supply essential workers with 2 pieces of each PPE device needed for each work shift for at least six months. This must include a plan for storage of such equipment to prevent degradation and permit immediate access in the event of an emergency declaration.
  • Response
    • 5) Protocols to prevent spread in the workplace in the event an employee or contractor is exposed, exhibits symptoms, or tests positive for the relevant communicable disease. Such protocols must include disinfection of the individual’s work area and common areas. It must also address the policy on available leave with respect to testing, treatment, isolation or quarantine.
    • (6) Protocols for documenting precise hours and work locations of essential workers for purposes of aiding in tracking the disease and identifying exposed workers in order to facilitate the provision of any benefits that may be available to them on that basis.
    • (7) Protocols for coordinating with the locality to identify sites for emergency housing for essential employees to contain the spread of the disease, to the extent applicable to the needs of the workplace.

Prevention/Mitigation

  • We will work closely with the Fulton County Department of Health to determine the need for activation of our Plan. The following procedures will be followed by administrators, principals, and school nurses for reporting communicable disease, including Coronavirus, Influenza, etc., and communicating with the Health Department:
    • Report suspected and confirmed cases of influenza on the monthly school’s Communicable Disease Report, (DMS-485.7/93; HE-112.4/81) and submit to: Fulton County Department of Health
  • The Fulton County Department of Health will monitor County-wide cases of communicable disease and inform school districts as to appropriate actions.
  • The Assistant Superintendent will help coordinate our Pandemic planning and response effort. This person will work closely with the District-Wide School Safety Team that has responsibility for reviewing and approving all recommendations and incorporating them into the District-Wide School Safety Plan. The school district Medical Director and nurses will be vital members of the Safety Team. Because of the potential importance of technology in the response effort (communication and notification), the school district technology director will also be an important Team member. The Superintendent of Schools, Business Manager, Director of Facilities, Food Service Director, Director of Transportation, Public Relations Specialist, Director of Pupil Personnel Services, Director of Technology, Building Principals, and the Director of Curriculum will also be vital to the planning effort. Other non-traditional individuals may also be required to be part of the Team.
  • The District-Wide School Safety Team will review and assess any obstacles to implementation of the Plan, incorporating the CDC School District Pandemic Influenza Planning Checklist, related to Planning and Coordination; Continuity of Student Learning; Core Operations; Infection Control Policies and Procedures; and Communication.
  • The school district will emphasize hand-washing and cough/sneezing etiquette through educational campaigns including the CDC Germ Stopper Materials; Cover Your Cough Materials; It’s a SNAP Toolkit; and the NSF Scrub Clean; which can all be accessed at http://www.cdc.gov/flu/school/.
  • We will educate and provide information to parents, staff, and students about our Pandemic Plan and about how to make an informed decision to stay home when ill. We will utilize our website, postings and direct mailings for this purpose.

1) Essential Positions/Titles

In the event of a government ordered shutdown, similar to our response to the Coronavirus in the spring of 2020, we are now required to consider how we would prepare for future shutdowns that may occur. As part of our planning, we are now required to provide information on those positions that would be required to be on-site or in-district for us to continue to function as opposed to those positions that could realistically work remotely. The following information is addressed in the table below:

  1. 1. Title – a list of positions/titles considered essential (could not work remotely) in the event of a state-ordered reduction of in-person workforce.
  2. Description – brief description of job function.
  3. Justification – brief description of critical responsibilities that could not be provided remotely.
  4. Work Shift – brief description of how the work shifts of those essential employees or contractors (if utilized) will be staggered in order to reduce overcrowding at the worksite.
  5. Protocol – how will precise hours and work locations, including off-site visits, be documented for essential employees and contractors (if utilized)?

The worksheet below has been completed by each department which includes Central Administration, Human Resources, Facilities Services, Transportation, Food Service, Communications, Technology, Instructional Programs, Athletics, Special Education.

Essential Employee Determination

Superintendent of Schools

  • Description: Lead administrator for the district
  • Justification: Fully responsible to the Board of Education and the safety of all students and staff
  • Work shift: 24 hours per day, 7 days per week
  • Protocol: Documented through regular means of Personnel Attendance and Leave Tracking

Super. Asst.

  • Description: Lead Administrative Team
  • Justification: Essential to Operations of the District
  • Work shift: Standard Work Day; Flexible
  • Protocol: Documented through regular means of Personnel Attendance and Leave Tracking

Assistant Superintendent

  • Description: Lead Administrative Team
  • Justification: Essential to Operations of the District
  • Work shift: Standard Work Day; Flexible
  • Protocol: Documented through regular means of Personnel Attendance and Leave Tracking

Asst. Super. Asst.

  • Description: Lead Administrative Team
  • Justification: Essential to Operations of the District
  • Work shift: Standard Work Day; Flexible
  • Protocol: Documented through regular means of Personnel Attendance and Leave Tracking

Director of Facilities

  • Description: Lead Administrative Team
  • Justification: Essential to Operations of the District
  • Work shift: Standard Work Day; Flexible
  • Protocol: Documented through regular means of Personnel Attendance and Leave Tracking

Director of Extracurricular Activities & Athletics

  • Description: Lead Administrative Team
  • Justification: Essential to Operations of the District
  • Work shift: Standard Work Day; Flexible
  • Protocol: Documented through regular means of Personnel Attendance and Leave Tracking

Director of Transportation

  • Description: Lead Administrative Team
  • Justification: Essential to Operations of the District
  • Work shift: Standard Work Day; Flexible
  • Protocol: HFM BOCES Contract

Director of Food Service

  • Description: Lead Administrative Team
  • Justification: Essential to Operations of the District
  • Work shift: Standard Work Day; Flexible
  • Protocol: Capital Region BOCES Contract

JHS Principal

  • Description: Lead Administrative Team
  • Justification: Essential to Operations of the District
  • Work shift: Standard Work Day; Flexible
  • Protocol: As Per Collective Bargaining Contract

JHS Nurse

  • Description: Lead Administrative Team
  • Justification: Essential to Operations of the District
  • Work shift: Standard Work Day as per Contract
  • Protocol: As Per Collective Bargaining Contract

JHS Clerical

  • Description: Lead Administrative Team
  • Justification: Essential to Operations of the District
  • Work shift: Standard Work Day as per Contract
  • Protocol: As Per Collective Bargaining Contract

JHS School Counselors

  • Description: Lead Administrative Team
  • Justification: Essential to Operations of the District
  • Work shift: Standard Work Day as per Contract
  • Protocol: As Per Collective Bargaining Contract

JHS Assistant Principal

  • Description: Lead Administrative Team
  • Justification: Essential to Operations of the District
  • Work shift: Standard Work Day, flexible
  • Protocol: As Per Collective Bargaining Contract

JHS Psychologist

  • Description: Lead Administrative Team
  • Justification: Essential to Operations of the District
  • Work shift: Standard Work Day as per Contract
  • Protocol: As Per Collective Bargaining Contract

KMS  Principal

  • Description: Lead Administrative Team
  • Justification: Essential to Operations of the District
  • Work shift: Standard Work Day, flexible
  • Protocol: As Per Collective Bargaining Contract

KMS Nurse

  • Description: Lead Administrative Team
  • Justification: Essential to Operations of the District
  • Work shift: Standard Work Day as per Contract
  • Protocol: As Per Collective Bargaining Contract

JHS Clerical

  • Description: Lead Administrative Team
  • Justification: Essential to Operations of the District
  • Work shift: Standard Work Day as per Contract
  • Protocol: As Per Collective Bargaining Contract

KMS School Counselors

  • Description: Lead Administrative Team
  • Justification: Essential to Operations of the District
  • Work shift: Standard Work Day as per Contract
  • Protocol: As Per Collective Bargaining Contract

KMS Psychologist

  • Description: Lead Administrative Team
  • Justification: Essential to Operations of the District
  • Work shift: Standard Work Day as per Contract
  • Protocol: As Per Collective Bargaining Contract

WSES Principal

  • Description: Lead Administrative Team
  • Justification: Essential to Operations of the District
  • Work shift: Standard Work Day, flexible
  • Protocol: As Per Collective Bargaining Contract

WSES Nurse

  • Description: Lead Administrative Team
  • Justification: Essential to Operations of the District
  • Work shift: Standard Work Day as per Contract
  • Protocol: As Per Collective Bargaining Contract

WSES Clerical

  • Description: Lead Administrative Team
  • Justification: Essential to Operations of the District
  • Work shift: Standard Work Day as per Contract
  • Protocol: As Per Collective Bargaining Contract

WSES School Counselors

  • Description: Lead Administrative Team
  • Justification: Essential to Operations of the District
  • Work shift: Standard Work Day as per Contract
  • Protocol: As Per Collective Bargaining Contract

WSES Psychologist

  • Description: Lead Administrative Team
  • Justification: Essential to Operations of the District
  • Work shift: Standard Work Day as per Contract
  • Protocol: As Per Collective Bargaining Contract

PAES Principal

  • Description: Lead Administrative Team
  • Justification: Essential to Operations of the District
  • Work shift: Standard Work Day, Flexible
  • Protocol: As Per Collective Bargaining Contract

PAES Nurses

  • Description: Lead Administrative Team
  • Justification: Essential to Operations of the District
  • Work shift: Standard Work Day as per Contract
  • Protocol: As Per Collective Bargaining Contract

PAES Clerical

  • Description: Lead Administrative Team
  • Justification: Essential to Operations of the District
  • Work shift: Standard Work Day as per Contract
  • Protocol: As Per Collective Bargaining Contract

PAES School Counselors

  • Description: Lead Administrative Team
  • Justification: Essential to Operations of the District
  • Work shift: Standard Work Day as per Contract
  • Protocol: As Per Collective Bargaining Contract

PAES Psychologist

  • Description: Lead Administrative Team
  • Justification: Essential to Operations of the District
  • Work shift: Standard Work Day as per Contract
  • Protocol: As Per Collective Bargaining Contract

GJSD Social Worker

  • Description: Lead Administrative Team
  • Justification: Essential to Operations of the District
  • Work shift: Standard Work Day as per Contract
  • Protocol: As Per Collective Bargaining Contract

Director of Technology

  • Description: Lead Administrative Team
  • Justification: Essential to Operations of the District
  • Work shift: Standard Work Day, flexible
  • Protocol: Documented through regular means of Personnel Attendance and Leave Tracking

Technology & Curriculum Assistant

  • Description: Lead Administrative Team
  • Justification: Essential to Operations of the District
  • Work shift: Standard Work Day, flexible
  • Protocol: Documented through regular means of Personnel Attendance and Leave Tracking

Director of Curriculum & Instruction

  • Description: Lead Administrative Team
  • Justification: Essential to Operations of the District
  • Work shift: Standard Work Day, flexible
  • Protocol: Documented through regular means of Personnel Attendance and Leave Tracking

Public Relations Specialist

  • Description: Lead Administrative Team
  • Justification: Essential to Operations of the District
  • Work shift: Standard Work Day, flexible
  • Protocol: Capital Region BOCES Contract

Director of Pupil Personnel Services

  • Description: Lead Administrative Team
  • Justification: Essential to Operations of the District
  • Work shift: Standard Work Day, flexible
  • Protocol: As Per Collective Bargaining Contract

School Business Manager

  • Description: Lead Administrative Team
  • Justification: Essential to Operations of the District
  • Work shift: Standard Work Day as per Contract
  • Protocol: As Per Collective Bargaining Contract

Business Office and HR Clerical

  • Description: Administrative Support
  • Justification: Essential to Operations of the District
  • Work shift: Standard Work Day as per Contract
  • Protocol: As Per GJSD Agreement

(2) Protocols Allowing Non-Essential Employees to Telecommute or Videoconference

Ensure Digital Equity for Employees

  • Mobile Device Assessments:
    • Survey agency departmental staff to determine who will need devices at home to maintain operational functions as well as instructional services
    • Conduct a cost analysis of technology device needs
  • Internet Access Assessments:
    • Survey agency departmental staff to determine the availability of viable existing at-home Internet service
    • Conduct a cost analysis of Internet access needs
  • Providing Mobile Devices and Internet Access:
    • To the extent practicable, decide upon, develop procurement processes for, order, configure, and distribute, if and when available, appropriate mobile devices to those determined to be in need.
    • To the extent practicable and technically possible, decide upon, develop procurement processes for, and when available, provide appropriate Internet bandwidth to those determined to be in need. WIFI hotspots and residential commercial Internet options will be evaluated for anticipated effectiveness in particular situations.

Technology & Connectivity for Students – Mandatory Requirements

  • To the extent possible, have knowledge of the level of access to devices and high-speed broadband all students and teachers have in their places of residence;
  • To the extent practicable, address the need to provide devices and internet access to students and teachers who currently do not have sufficient access; and
  • Provide multiple ways for students to participate in learning and demonstrate mastery of Learning Standards in remote or blended models, especially if all students do not yet have sufficient access to devices and/or high-speed Internet.

Mobile Devices Delivery

Technology offers schools and districts increased options for continuing learning during extended closures. Technology can be leveraged in different ways to meet local needs, including but not limited to:

  • Communication (e-mail, phone, online conferencing, social media)
  • Teacher/student and student/student interaction (office hours, check-ins, peer collaboration)
  • Instruction (video/audio recordings of instruction, instructional materials, synchronous distance learning, asynchronous online courses)
  • Learning Materials and Content (digital content, online learning activities)
  • Additional Technology Devices Assessments:
    • Identify students’ technology needs to include adaptive technologies
    • Use the Asset Tracking Management System procedures to check out all mobile devices
    • If a shutdown happens abruptly, plan a pick-up time and location, and arrange to deliver devices to those who cannot pick them up.
  • Providing Multiple Ways for Students to Learn
    • Support instructional programs as needed in preparation of non-digital, alternative ways for students to participate in learning and demonstrate mastery of Learning Standards in remote or blended models in circumstances in which students do not yet have sufficient access to devices and/or high-speed internet. For additional information, see “Instructional Packets” heading on the Remote Instruction Schedule page.

(3) Staggering Work Shifts of Essential Employees

Reducing Overcrowding

Depending on the exact nature of the communicable disease and its impact, The GJSD district is prepared to enact numerous strategies to reduce traffic congestion and maintain social distancing requirements in order to minimize building occupancy. The following will be considered:

  • Limiting building occupancy to 25%, 50% or 75% of capacity or the maximum allowable by
  • State or Local guidance.
  • Forming employee work shift cohorts to limit potential contacts.
  • Limit employee travel within the building.
  • Limit restroom usage to specific work areas.
  • Stagger arrival and dismissal times.
  • Alternate work days or work weeks.
  • Implement a four-day work week.
  • Limit or eliminate visitors to the building.

The school district will utilize these base strategies and expand upon them as necessary in order to address any public health emergency.

Protection (Preparedness)

We have collaborated with our partners to assure complementary efforts. We have invited representatives from the Fulton County Department of Health, Police Department, Office of Emergency Management, Department of Mental Health and others to attend our District-wide School Safety Team meetings. This will allow us to send consistent messages to the school community on pandemic-related issues.

  • The District-wide Command Center and its alternative are listed in the building level safety plan and will be activated at the direction of the School District Incident Commander. Building-level Command Posts and Incident Command Structures are defined in the Building-Level Emergency Response Plans. Our Incident Command System will complement and work in concert with the Federal, State, and Local Command Systems.
  • The school district has designated a COVID-19 safety coordinator (administrator) for each of its schools, whose responsibilities include continuous compliance with all aspects of the school’s reopening plan, as well as any phased-in reopening activities necessary to allow for operational issues to be resolved before activities return to normal or “new normal” levels. The coordinators shall be the main contact upon the identification of positive COVID-19 cases and are responsible for subsequent communication. Coordinators shall be responsible for answering questions from students, faculty, staff, and parents or legal guardians of students regarding the COVID-19 public health emergency and plans implemented by the school.

District COVID-19 Safety Coordinator/Administrator: Assistant Superintendent, 518-762-4611 School

Johnstown Junior Senior HS COVID-19 Safety Coordinator/Administrator: JJSHS Principal, 518-762-4661 School

Warren Street ES COVID-19 Safety Coordinator/Administrator: WSES Principal, 518-762-3715 School

Pleasant Avenue ES COVID-19 Safety Coordinator/Administrator: PAES Principal, 518-762-8610 School

  • Communication will be important throughout a pandemic outbreak. It will be necessary to communicate with parents, students, staff, and the school community. Communication methods may include: websites, school postings, general mailings, e-mails, special presentations, phones and cell phones, texting, reverse 911 systems, and the public media. A school district Public Information Officer (PIO), Dr. William Crankshaw, has been designated to coordinate this effort and act as the central point for all communication. The District’s PR/Communications/Public Information Specialist will provide support to the PIO. The PIO will also retain responsibility for establishing and maintaining contact with accepted media partners. The PIO will work closely with our Technology Director to assure proper function of all communication systems. This coordination will also help assure that as many redundant communication systems as possible are available. Parent Square Notification System is utilized throughout the district for staff, families, and students. We test/exercise our communication systems continuously.
  • Continuity of operations and business office function could be severely impacted by a loss of staff. As such, our plan will include procedures for maintaining essential functions and services. This will include:
    • Overall Operations – we have defined the following decision-making authority for the district Superintendent of Schools, Assistant Superintendent, Director of Technology, Director of Facilities, Director of Curriculum & Instruction, Director of Pupil Personnel Services. Recognizing the need for these essential individuals to have frequent communication, we have established as many redundant communication systems as possible. Our primary communication will be through email, Parent Square Notification System, our normal phone system, cell phones, followed by hand-held radios.
    • The Business Office is essential for maintaining overall function and facilities operation. Back-up personnel will be important to maintain purchasing and payroll responsibilities. We recognize the need for job cross-training. We have also established the ability to maintain essential functions off-site from remote locations.
    • Maintenance of facilities will be difficult with a reduced or absent maintenance staff. The Director of Facilities or back-up designee will keep the business office informed of such status and of the point at which buildings can no longer be maintained. Teachers may be asked to assist in this effort. If necessary, we may provide spray bottle sanitizers for each classroom teacher for doorknob and desktop disinfection only. Desktops will be misted with the provided disinfectant and left to dry. At no time will products not approved by the school district be utilized.
    • Human Resources will be essential in monitoring absenteeism and assuring appropriate delegation of authority. Changes to district policies and procedures to reflect crisis response may become necessary and will be implemented by the Office of the Assistant Superintendent. The Assistant Superintendent or School Business Manager will provide cross-training of staff to ensure essential functions. The Assistant Superintendent or School Business Manager will help develop the Plan, in conjunction with all bargaining units, for emergency use of personnel in non-traditional functions and changes in the normal work-day such as alternate or reduced work hours, working from home, etc. The Superintendent, through collaboration with the entire Cabinet of Administrators, will decide if schools need to be closed.
  • Continuity of instruction will need to be considered in the event of significant absences or school closure. Restructuring of the school calendar may become necessary. We will work closely with the New York State Education Department on this potential result throughout the crisis period. Some of the alternate learning strategies we have implemented to be used in combination as necessary include:
    • Hard copy, self-directed lessons
    • Use of mobile media storage devices for lessons (CDs, Jump Drives, iPads)
    • On-line instruction; on-line resources; on-line textbooks
    • Communication modalities for assignment postings and follow-up: telephone; Postal Service; cell phone, cell phone mail, text messages: e-mail, automated notification systems, website postings

(4) Obtaining and Storing Personal Protective Equipment (PPE)

PPE & Face Covering Availability

  • The school district will provide employees with an acceptable face covering at no cost to the employee and have an adequate supply of coverings in case of replacement.
  • Cloth face coverings are meant to protect other people in case the wearer is unknowingly infected (many people carry COVID-19 but do not have symptoms).
  • Cloth face coverings are not surgical masks, respirators, or personal protective equipment.
    Information should be provided to staff and students on proper use, removal, and washing of cloth face coverings.
  • Masks are most essential in times when physical distancing is difficult.
  • Procurement, other than some very basic preliminary purchases will be done on a consolidated basis to ensure that the District is getting the most for its PPE dollars.
  • Teach and reinforce use of face coverings among all staff.
  • We have encouraged all staff to utilize their own personal face coverings but have secured and will provide PPE for any employee requesting such protection. Specialized PPE (N95s, face shields, gowns, gloves, etc.) may be required for specific work tasks and will be provided as deemed necessary. Those individuals who are required to wear N-95 respirators will be fit-tested and medically screened prior to use to assure they are physically able to do so. We will work in partnership with the GJSD Medical Center or Fulton County DOH to provide this capability. Parents will also be encouraged to provide face coverings for students; however, face coverings will be provided for any student who cannot provide their own.

PPE Supply Management

The Facilities Department is working with programs to determine the overall PPE needs of the District. Centralized purchasing will be used when possible.

Disposable Face Covering Supplies
Students

Quantity per 100 per group: 100 masks per week

12 week supply (100% attendance): 1200

12 week supply (50% attendance): 600

12 week supply (25% attendance): 300

Assumptions: 1 disposable mask per week per student (supplements parent provided)

Teachers/Staff

Quantity per 100 per group: 500

12 week supply (100% attendance): 6000

12 week supply (50% attendance): 3000

12 week supply (25% attendance): 1500

Assumptions: 5 disposable masks per week per teacher

Nurse/Health Staff

Quantity per 100 per group: 1000

12 week supply (100% attendance): 12,000

12 week supply (50% attendance): 6000

12 week supply (25% attendance): 3000

Assumptions: 10 disposable masks per week per school nurse

PPE for High Intensity Contact with Students
Disposable Nitrile Gloves

1 week supply for 1 staff: 10

12 week supply: 120

Assumptions: 10 per week per staff

Disposable Gowns

1 week supply for 1 staff: 10

12 week supply: 120

Assumptions: 10 per week per staff

Eye Protection

1 week supply for 1 staff: 2

12 week supply: n/a

Assumptions: 2 re-usable per staff

Face Shields

1 week supply for 1 staff: 2

12 week supply: n/a

Assumptions: 2 re-usable per staff

Waste Disposal Medium

1 week supply for 1 staff: 1

12 week supply: n/a

Assumptions: 1 unit per staff total

N-95 Respirators*

1 week supply for 1 staff: 10

12 week supply: 120

Assumptions: 10 per week per staff

*Note: N-95 respirators are recommended only if staff will be in contact with a suspected COVID-19 positive case and/or aerosol-generating procedure. Those employees required to wear N-95 respirators will need to be fit tested and medically evaluated in order to determine if the
employees are capable of wearing an N-95 respirator without impacting health.

Response

The District-Wide School Safety Team will meet to determine the need for activation of a pandemic response based on internal monitoring and correspondence with the Fulton County Department of Health and other experts. Each Building-Level Emergency Response Team will be informed that the Plan has been activated.

The entire Incident Command Structure at both the District and Building level will be informed that the response effort has been enacted. These individuals will meet to discuss the Plan’s activation and review responsibilities and communication procedures.

  • The PIO will work closely with the Technology Director to re-test all communication systems to assure proper function. The District-wide School Safety Team and Building-Level Emergency Response Teams will assist in this effort.
  • Based on the latest information from collaboration with our partners, and to send a message consistent with public health authorities, the PIO will utilize the communication methods previously described to alert the school community of the activation of our District-Wide School Safety Plan as it specifically applies to pandemics.
  • The Business Official will meet with staff to review essential functions and responsibilities of back-up personnel. Ability to utilize off-site systems will be tested. The Business Official will monitor utilization of supplies, equipment, contracts, and provided services and adjust as necessary.
  • The Facility Director will meet with staff and monitor ability to maintain essential function. The Facility Director will review essential building function procedures with the Principal and command chain. Sanitizing procedures will be reviewed with teachers. The Facility Director will work closely with the Business Official or designee to implement different phases of the Plan as necessary.
  • The Human Resources Director will meet with staff to review essential functions and responsibilities of back-up personnel. The Human Resources Director will monitor absenteeism to assure maintenance of the Command Structure and possible need to amend existing procedures.
  • Based on recommendations from Local and State Authorities, schools may be closed. Our Plan for continuity of instruction will be implemented as previously described.
  • If the decision is made to close a school building in consultation with ___ department of public health, the school district will notify the NYS Education Department and District Superintendent at HFM BOCES.

(5) Preventing Spread, Contact Tracing and Disinfection

Confirmed COVID-19 Case Requirements & Protocols

Instructional programs must be prepared for COVID-19 outbreaks in their local communities and for individual exposure events that occur in their facilities, regardless of the level of community transmission. CDC has provided the following decision tree to help schools determine which set of mitigation strategies may be most appropriate for their current situation:

School Decision Tree. All schools regardless of community spread: Confirmed person with COVID-19 in the buiding? Assess Risk. Short (potential 2-5 day) Building Dismissal to clean/disinfect/contact trace in consultation with local health officials. No Community Spread? Prepare. Teach and reinforce healthy hygiene. Develop information sharing systems. Intensify cleaning and disinfection. Monitor for absenteeism. Assess group gatherings and events - consider postponing non-critical gatherings and events. Require sick students and staff to stay home. Establish procedures for someone becoming sick at school. Monitor changes in community spread. Minimal to Moderate OR Substantial Community Spread? Is community spread minimal to moderate or substantial? If minimal to moderate, coordinate with local health officials. Implement multiple social distancing strategies for gatherings, classrooms, and movement through the building. Consider ways to accommodate needs of children and families in need. If substantial, coordinate with local health officials. Implement multiple social distancing strategies for gatherings, classrooms, and movement through the building WITH EXTENDED SCHOOL DISMISSALS. Consider ways to accommodate needs of children and families at high risk.

CDC and NYSDOH Recommendations

  • Closing off areas used by a sick person and not using these areas until after cleaning and disinfection has occurred;
  • Opening outside doors and windows to increase air circulation in the area.
  • Waiting at least 24 hours before cleaning and disinfection. If waiting 24 hours is not feasible, wait as long as possible;
  • Clean and disinfect all areas used by the person suspected or confirmed to have COVID-19, such as offices, classrooms, bathrooms, lockers, and common areas.
  • Once the area has been appropriately cleaned and disinfected it can be reopened for use.
  • Individuals without close or proximate contact with the person suspected or confirmed to have COVID-19 can return to the area and resume school activities immediately after cleaning and disinfection.
  • Refer to DOH’s Guidance for Schools for further guidance on exposure and determining contacts.
  • If more than seven days have passed since the person who is suspected or confirmed to have COVID-19 visited or used the facility, additional cleaning or disinfection is not necessary, but routine cleaning and disinfection should continue.

Return to School After Illness

Schools must follow CDC guidance for allowing a student or staff member to return to school after exhibiting symptoms of COVID-19. If a person is not diagnosed by a healthcare provider (physician, nurse practitioner, or physician assistant) with COVID-19, they can return to school:

  • Once there is no fever without the use of fever reducing medicines, and they have felt well for 24 hours;
  • If they have been diagnosed with another condition and have a healthcare provider written note stating that they are clear to return to school.

If a person is diagnosed with COVID-19 by a healthcare provider based on a test or their symptoms or does not get a COVID-19 test but has had symptoms, they should not be at school and should stay at home until:

  • It has been at least five days since the individual first had symptoms;
  • It has been at least 24 hours since the individual has had a fever (without using fever reducing medicine); and
  • The individual’s symptoms are improving, including cough and shortness of breath.

The CDC provides specific guidance for individuals who are on home isolation regarding when the isolation may end. Discontinuation of Isolation for Persons with COVID-19 Not in Healthcare Settings➚. This guidance has been updated as of August 31, 2022, to include:

  • People who are infected but asymptomatic or people with mild COVID-19 should isolate through at least day 5 (day 0 is the day symptoms appeared or the date the specimen was collected for the positive test for people who are asymptomatic). They should wear a mask through day 10. A test-based strategy may be used to remove a mask sooner.
  • People with moderate or severe COVID-19 should isolate through at least day 10. Those with severe COVID-19 may remain infectious beyond 10 days and may need to extend isolation for up to 20 days.
  • People who are moderately or severely immunocompromised should isolate through at least day 20. Use of serial testing and consultation with an infectious disease specialist is recommended in these patients prior to ending isolation.

Staff Absenteeism

  • Instructional staff will call into the Absence Management System (AESOP-Frontline, formerly known as AESOP) when they are absent due to illness. Substitutes will be provided as necessary and as requested.
  • The instructional departments will develop a plan to monitor absenteeism of staff, cross-train staff, and create a roster of trained back-up staff.
  • The instructional departments will monitor absenteeism of students and staff, cross train staff, and create a roster of trained back-up staff.

Employee Assistance Program (EAP)

The Human Resources Department will continue to disseminate information to employees about EAP resources. EAP is a voluntary, work-based program that offers free and confidential assessments, short-term counseling, referrals, and follow-up services to employees who have personal and/or work-related problems. EAPs address a broad and complex body of issues affecting mental and emotional well-being, such as alcohol and other substance abuse, stress, grief, family problems, and psychological disorders.

Medical Accommodations

The Assistant Superintendent and Physical Education & Health, Athletics & Extra-Curricular Programs Director (nurses) will continue to handle medical and COVID-19 accommodations.

New York State Contact Tracing Program

If a student or staff member tests positive for Coronavirus, the New York State Contact Tracing Program will be implemented. As such, it is important for everyone to understand how contact tracing works. The school district will assist with contact tracing by keeping accurate attendance records of students, staff, and visitors. The information below is provided by the New York State Contact Tracing Program:

New York State has partnered with Bloomberg Philanthropies, Johns Hopkins Bloomberg School of Public Health and Vital Strategies to create the NYS Contact Tracing Program, a nation-leading initiative to help slow the spread of COVID-19 and make it safer to begin to return to normal again.

Contact Tracers work with people who have tested positive for COVID-19 to identify people they have had contact with and let them know they may have been exposed to the disease.

If you get a call from “NYS Contact Tracing” (518-387-9993), PLEASE answer the phone. Answering the phone will keep your loved ones and community safe.

A contact tracer will:

  • NEVER ask for your Social Security number
  • NEVER ask for any private financial information
  • NEVER ask for credit card information
  • NEVER send you a link without proper authentication procedures

If you test positive, a COVID Contact Tracer will connect you with the support and resources you may need through quarantine, such as help getting groceries or household supplies, child-care, medical care or supplies. The Tracer will work with you to identify and reach out via phone and text to anyone you’ve been in contact with while you were infectious to trace and contain the spread of the virus.

People who have come in close contact with someone who is positive are asked to stay home and limit their contact with others. By staying home during this time, IF you become sick yourself, you have not infected many others along the way. This is how we stop the spread!

Testing, medical and quarantine support for yourself and your loved ones will be arranged. We will not release your name to anyone. Your information is strictly confidential and will be treated as a private medical record. This nation-leading program will place emphasis on areas with the highest rates of infection and on regions ready to open. The program will operate through the next flu season. It will be implemented in coordination with New Jersey and Connecticut.

Your caller ID will say “NYS Contact Tracing” (518-387-9993).

Please answer the phone so we can keep NY moving forward and stop the spread of COVID-19.

Facilities: Cleaning and Sanitizing

Cleaning removes germs, dirt, and impurities from surfaces or objects. Cleaning works by using soap (or detergent) and water to physically remove germs from surfaces. This process does not necessarily kill germs, but by removing them, it lowers their numbers and the risk of spreading infection. Visibly soiled surfaces and objects must be cleaned first. If surfaces or objects are soiled with body fluids or blood, use gloves and other standard precautions to avoid coming into contact with the fluid. Remove the spill, and then clean and disinfect the surface.
Sanitizing lowers the number of germs on surfaces or objects to a safe level, as judged by public health standards or requirements. This process works by either cleaning or disinfecting surfaces or objects to lower the risk of spreading infection.

Routine cleaning of school settings includes:

Cleaning removes germs, dirt, and impurities from surfaces or objects. Cleaning works by using soap (or detergent) and water to physically remove germs from surfaces. This process does not necessarily kill germs, but by removing them, it lowers their numbers and the risk of spreading infection. Visibly soiled surfaces and objects must be cleaned first. If surfaces or objects are soiled with body fluids or blood, use gloves and other standard precautions to avoid coming into contact with the fluid. Remove the spill, and then clean and disinfect the surface.

Sanitizing lowers the number of germs on surfaces or objects to a safe level, as judged by public health standards or requirements. This process works by either cleaning or disinfecting surfaces or objects to lower the risk of spreading infection.

Routine cleaning of school settings includes:

  • Cleaning high contact surfaces that are touched by many different people, such as light switches, handrails and doorknobs/handles
  • Dust- and wet-mopping or auto-scrubbing floors
  • Vacuuming of entryways and high traffic areas
  • Removing trash
  • Cleaning restrooms
  • Wiping heat and air conditioner vents
  • Spot cleaning walls
  • Spot cleaning carpets
  • Dusting horizontal surfaces and light fixtures
  • Cleaning spills

Classroom/Therapy Rooms

District will provide related service providers with additional cleaning supplies to ensure continuous disinfecting of classrooms and therapy rooms that service students with complex disabilities where multiple tools are used for communication, mobility, and instruction.

Common Areas

Smaller common areas, like kitchenettes and copy room areas, should have staggered use. If users cannot maintain six feet of distance, they shall wear a mask. Signage has been posted in common areas to remind staff of health and safety etiquette.

Disinfecting

Disinfecting kills germs on surfaces or objects by using chemicals to kill germs on surfaces or objects. This process does not necessarily clean dirty surfaces or remove germs, but by killing germs on a surface after cleaning, it can further lower the risk of spreading infection.

  • Cleaning and disinfection requirements from the Centers for Disease Control and Prevention (CDC) and the Department of Health will be adhered to.
  • Custodial logs will be maintained that include the date, time and scope of cleaning and disinfection. Cleaning and disinfection frequency will be identified for each facility type and responsibilities will be assigned.
  • Hand hygiene stations will be provided and maintained, including handwashing with soap, running warm water, and disposable paper towels, as well as an alcohol-based hand sanitizer containing 60% or more alcohol for areas where handwashing is not feasible.
  • Regular cleaning and disinfection of facilities and more frequent cleaning and disinfection for high-risk areas used by many individuals and for frequently touched surfaces, including desks and cafeteria tables will be conducted.
  • Regular cleaning and disinfection of restrooms will be performed.
  • Cleaning and disinfection of exposed areas will be performed in the event an individual is confirmed to have COVID-19, with such cleaning and disinfection to include, at a minimum, all heavy transit areas and high-touch surfaces.
  • Although cleaning and disinfection is primarily a custodial responsibility, appropriate cleaning and disinfection supplies will be provided to faculty and staff as approved by Central Administration.
  • Additional paper towel dispensers may be installed in other designated spaces.

Upon request, Facilities Services will provide CDC approved disinfecting solutions for additional on the spot disinfecting. This should be done daily or between use as much as possible. Examples of frequently touched areas in schools may include:

  • Bus seats and handrails.
  • Buttons on vending machines and elevators.
  • Changing tables.
  • Classroom desks and chairs.
  • Door handles and push plates.
  • Handles on equipment (e.g., athletic equipment).
  • Handrails, ballet barres.
  • Dance studio floors.
  • Kitchen and bathroom faucets.
  • Light switches.
  • Lunchroom tables and chairs.
  • Positive Academic Support Solution (PASS) Rooms.
  • Related Services Spaces.
  • Shared computer or piano keyboards and mice.
  • Shared desktops.
  • Shared telephones.

Hand Sanitizing

  • Hand sanitizer dispensers will be located and installed in approved locations.
  • Hand sanitizer bottles will be distributed to staff as approved by Central Administration.
    Nassau BOCES ensures that all existing and new alcohol-based hand-rub dispensers, installed in any location, are in accordance with the Fire Code of New York State (FCNYS) 2020 Section 5705.5.

Trash Removal

  • Trash will be removed daily.
  • Garbage cans or process for collecting trash during lunch periods in classrooms will be increased where necessary.
  • No-touch trash receptacles will be utilized, where possible.

(6) Documenting Precise Hours/Work Locations of Essential Workers

It is recognized that as the work environment changes to adapt to the emergency situation and typical work schedules are modified, it can become more difficult to track employees especially if they conduct work off site or in numerous locations. The ability to identify these individuals will be extremely important if contact tracing is necessary during a communicable disease crisis. Our plan to track such individuals can be found in Appendix C, Essential Employee Worksheets.

(7) Emergency Housing for Essential Employees

Emergency housing for essential workers is not considered to be generally required for school employees as opposed to healthcare workers and other critical care employees. If deemed necessary, school districts will work closely with the Office of Emergency Management to determine housing options.

Recovery

  • Re-establishing the normal school curriculum is essential to the recovery process and should occur as soon as possible. We will work toward a smooth transition from the existing learning methods to our normal process. We will use all described communication methods and our PIO to keep the school community aware of the transition process.
  • We will work closely with the New York State Education Department to revise or amend the school calendar as deemed appropriate.
  • We will evaluate all building operations for normal function and re-implement appropriate maintenance and cleaning procedures.
  • Each Building-Level Post-incident Response Team will assess the emotional impact of the crisis on students and staff and make recommendations for appropriate intervention.
  • The District-Wide School Safety Team and Building-Level Emergency Response Teams will meet to de-brief and determine lessons learned. Information from the PIO, Business Office, Human Resources, Facility Director, and Curriculum Supervisor will be vital to this effort. The District-Wide School Safety Plan and Building-Level Emergency Response Plans will be revised to reflect this.
  • Curriculum activities that may address the crisis will be developed and implemented.

Supplemental Material