It’s been over a month since my last message; it seems like just a few days! I’d like to start by taking a moment to reflect on what we have achieved over the past 6 weeks. We’ve made some big changes in how we work and how we communicate with one another. We’ve adjusted to changes that a few months ago we couldn’t have imagined. I know many of you are balancing a range of professional and personal responsibilities. And you are making it work.
As we look ahead to the summer months, we hope it will be a time to collectively catch our breath and start planning for our transition back to campus based in the scenarios Beth discussed in her open forum on Friday afternoon. Utah has now moved from “red” to “orange” status based on the Governor’s Utah Leads Together plan. Under this plan, the workplace guidelines do not change significantly until we reach “yellow”. The following recommendations remain in place:
- Make every possible effort to enable working from home as a first option; where not possible, workplaces comply with distancing and hygiene guidelines
- Minimize face-to-face interactions
Our campus status will continue to be informed by guidance from state, local, and public health officials. The processes we have put into place for staff will continue through May and June, and until we have a better sense of our plans for fall semester.
Remote Work Agreements
The option for remote work for positions where work can be completed off campus will continue until further notice. We continue to encourage supervisors to be as flexible as possible in approving remote work while still ensuring continuity of required services. Remote work agreements can be combined with scheduled time on campus. For offices that need ongoing coverage, team members can alternate days working remotely and on campus.
Paid Emergency Leave
Paid emergency sick leave will also continue until further notice for staff who are unable to work (either on campus or remotely) for a qualified reason related to COVID-19. Full-time staff are eligible for a total of 2 weeks paid leave, which can be used as continuous leave or to supplement the need for a reduced work schedule. If additional leave time beyond 2 weeks is required, full-time staff may request the use of any of their available accrued leave time.
Paid emergency leave is also available for part-time staff regularly scheduled at 20 or more hours per week. As part-time staff do not accrue leave time, we are expanding their paid emergency leave to up to 4 weeks.
If you have questions about processes, please reach out to Lauran Intinarelli (email@example.com) in Human Resources.
And finally, Westminster would like to know how you are doing. As a cabinet, we are interested in learning how we can use pulse surveys to collect ongoing feedback from Westminster faculty, staff, and students. The first staff pulse survey is focused on staff well-being during this time of rapid change due to COVID-19. It should take under 2 minutes to complete.
I hope you’ll take a few minutes to participate so that your experience can be represented. The survey will close on Friday, May 8.
Executive Director, Human Resources