Our business operations must be flexible to meet all needs and considerations. The way we conduct business on campus will adapt to account for social distancing measures in and out of our offices' physical space.
In addition to following protocols described pertaining to facilities use and cleaning, vice presidents and deans will work with unit supervisors to evaluate each unit’s work environment and make necessary changes and adjustments on an ongoing basis. This could include changes to work schedules, to the work environment itself, and reinforcement of employment-related COVID-19 protocols. Employees are expected to bring their own face covering or mask to campus.
Workplace Accommodations and Process
We learn more about COVID-19 every day, and as more information becomes available, CDC will continue to update and share information about risk for severe illness. People of any age with the following conditions are at increased risk of severe illness from COVID-19:
Chronic kidney disease
COPD (chronic obstructive pulmonary disease)
Heart conditions, such as heart failure, coronary artery disease, or cardiomyopathies
Immunocompromised state (weakened immune system) from solid organ transplant
Obesity (body mass index [BMI] of 30 kg/m2 or higher but < 40 kg/m2)
Severe Obesity (BMI ≥ 40 kg/m2)
Sickle cell disease
Type 2 diabetes mellitus
Alternative Work Arrangements and Staggered Schedules
Unit supervisors should consider extending alternative work arrangements for employees whose roles and responsibilities can be fulfilled remotely or implementing new alternative work arrangements such as staggered schedules in order to de-densify office spaces. Examples include, but are not limited to:
Permitting ongoing telework for those whose duties can reasonably be performed remotely, or creating schedules that rotate employees on in-person and telework in order to provide for office coverage while also supporting social distancing and decreasing office density.
Staggering employee arrival and departure times to reduce congestion of entrances/exits.
Alternating work or lunch schedules to minimize the number of individuals congregating in break rooms and staggering utilization of campus eateries.
Faculty were provided information about options for teaching in-person, remotely, and online. Staff members who are concerned about their unit’s plans for returning to work should contact their supervisor.
Individuals requiring reasonable accommodations should make their requests pursuant to the Disability Support Services Policy for Employees by contacting Human Resources directly. If an employee receives medical advice or any other directive (such as the guidelines set forth herein) to be isolated or quarantined or otherwise not come into work, the employee should immediately discuss the matter with their supervisor to identify the best work arrangement for their safety, the safety of other members of the University community, and the operational needs of the University.
Employees who become ill or must provide care to a family member and are thus unable to work, even on an alternative work arrangement, should reach out to Human Resources to discuss available paid and unpaid leave, including sick leave and leave pursuant to the Family and Medical Leave Act. Human Resources can discuss with each employee which leave of absence is most applicable to the employee’s situation.
Alternatively, staff may contact Human Resources (Associate Vice President for Human Resources and Employee Experience Mary Sweeney, email@example.com, or Employee and Labor Relations Specialist Hector Figueroa, firstname.lastname@example.org) to discuss their concerns should they not feel comfortable approaching their supervisors directly.