Back to Campus Guideline for Supervisors

First and foremost, we want to extend our deepest gratitude to all supervisors who have been managing essential employees who continued to work on campus during the pandemic to maintain and protect our beautiful campus as well as supervisors who had to shift and manage their team remotely.

The purpose of this guideline is to provide helpful tips to supervisors on how to help bring their remote employees back to campus safely. Gallaudet will begin to bring our  workforce back to campus and as we do this, departments will need to ensure mission-critical operations and services are met as more people are moving, working and learning on campus.  We all must ensure we are providing the safest work environment for all.  We will be working closely with all divisional leaders to ensure we are coordinating the return of our workforce to mitigate potential risks and ensure the safety of our students, faculty and staff, as well as the communities we serve. As staffing and operations on campus increase, Gallaudet will closely monitor and assess on-going public health concerns to ensure protocols and guidelines in place are appropriate to manage risks to our community.

This guideline was developed with the eight guiding principles in mind:

  • Cherish each member of our community.

  • Focus on your health, safety and well-being.

  • Equitably meet each person’s needs.

  • Commit to open communication for all.

  • Promote language vibrancy and valuing our bilingual community.

  • Value innovation, creativity and adaptability.

  • Commit to academic continuity and accessibility.

  • We are all in this together.

Please note that Gallaudet will be conducting sessions in the near future to talk about the long term needs to remain agile, flexible and support the need for a vibrant campus.  As such, discussions and policies about long term remote work, flexible work arrangements will not be discussed in this guideline.

  1. Submit a Reopening Plan Proposal

Before remote employees return to campus, the unit administrator (or senior administrator) must design the Reopening Plan Proposal. The Proposal must be sent to gwf.plans@gallaudet.edu. Once you submit the proposal, you will be sent a link to schedule a proposal review via Zoom. Any questions or assistance should also be directed to gwf.plans@gallaudet.edu.

The Proposal will ask you to take into consideration the following:

  • The nature of the work and services your department provides. 

  • Which activities are customer-facing? 

  • What seasonal workloads, like “back to school” or “end of the fiscal year”, inform your capacity needs at any given time? 

  • Which of your staff have private offices, and which work in open areas? 

  • Consider the six feet separation as well as the 25%, 50%, and 75% occupancy rates. 

Important Consideration: Some departments will have greater needs for on-campus presence than others as dictated by each department’s responsibilities. Similarly, some roles are able to work remotely, where others are only possible to fulfill in person on campus. Supervisors will need to continually tune their employees’ schedules as both governmental guidance and University needs evolve. The unit administrators should think about practicable and staffing models which may include the usage of rotation and staggered schedules, core hours, and liberal use of working remotely. Human Resources can provide guidance if needed.  

  1. Await Decision from the GWF Committee. 

The decision on how and when to return employees to campus shall be based upon the following criteria:

  • Workplace Readiness. The Committee will consider the workspace, whether the Plan allows the department to practice safe social distancing, etc.

  • Essential duties must be done on campus or can be done significantly better on campus.

  • Duties that support the health and welfare of students, the academic or programmatic needs of students and the on campus student experience.

  • Duties that support mission critical work including primarily faculty and staff who support on campus research or in person teaching.  This includes staff who support teaching and learning, information technology and building and campus maintenance.


  1. Communicate with your Team

The earlier you communicate, the better. Employees want to know ahead of time of the department plan. They would want to know how soon they would be expected to return to campus. They also want to know whether or not the workplace is safe and the type of measures set up, such as signage and plexiglass, to provide them with assurance. 

  • Engage them in the conversation.

  • Identify what they need to ensure they feel safe and comfortable in the workplace.

  • Keep in mind of the realities of limited child care and public transportation.  In addition, the safety of vulnerable individuals and those who might live with others who are especially vulnerable. You should ask and remind your employees to share their concerns as soon as possible to determine flexible approaches to meeting their department’s objectives.

  • Ensure they are aware of the requirements to work on campus. Although their return may not occur until months later, it is important for them to be aware and start planning ahead of time. The requirements can be found on the Your Way Website. They will also be required to sign the Bison Employee Health and Safety Pledge prior to returning to campus. 

  1. Implement the Plan

Once you receive approval of the Plan, you should move forward with the following steps:

  • Implement measures to support the safe return of your employees. This may include installing plexi-glass, stocking up on cleaning products, and redesigning office furnitures. 

  • Develop a communication plan to share with your employees of the approval and the timeline. 

  • Ensure your employees complete requirements, including signing the Bison Employee Health and Safety Pledge and completing the training. 

It is important to keep in mind that the return to campus will depend on which phase the University and the DC Government are in. Below are several scenarios and the action plan that should be taken to help you with the planning. 

SCENARIO 

DESCRIPTION

ASSUMPTION

ACTION PLAN

A

Gallaudet Phase 2: Hybrid and Face to Face Activities 

25% occupancy rate in office space and classroom. 

Prioritize those faculty/staff whose presence is necessary, especially in student-serving areas, and those who are willing and eager to return to campus.


If the employee can work remotely, the employee should be encouraged to continue to work remotely in order to reduce the population density for those who are working on campus.

B

Gallaudet Phase 2: Hybrid and Face to Face Activities 

50% occupancy rate in office space and classroom. 

Look for more opportunities to increase faculty/staff presence on campus. Use staggered schedules, rotations and flexible hours to maintain employee presence on campus while managing density limitations.


If the employee can work remotely without any disruption in operations or services, the employee can be encouraged to continue to work remotely. This helps ensure continued social distancing for those in the workplace.

C

Gallaudet Phase 2: Hybrid and Face to Face Activities 

75% occupancy rate in office space and classroom. 

Continue to look for more opportunities to increase faculty/staff presence on campus with the use of staggered schedules, rotations and flexible hours.


Employees whose duties can be done remotely can continue to work remotely. The employee may be expected to come on campus as needed.

D

Gallaudet Phase 3: Adapted On-Campus Learning, Living and Working

25% occupancy rate in office space and classroom. 

Prioritize those faculty/staff whose presence is necessary, especially in student-serving areas, and those who are willing and eager to return to campus.


If the employee can work remotely, the employee should be encouraged to continue to work remotely  in order to reduce the population density for those who are working on campus.

E

Gallaudet Phase 3: Adapted On-Campus Learning, Living and Working

50% occupancy rate in office space and classroom. 

Look for more opportunities to increase faculty/staff presence on campus. Use staggered schedules, rotations and flexible hours to maintain employee presence on campus while managing density limitations.


If the employee can work remotely without any disruption in operations or services, the employee should be encouraged to continue to work remotely. The employee may be expected to come on campus as needed.

F

Gallaudet Phase 3: Adapted On-Campus Learning, Living and Working

75% occupancy rate in office space and classroom. 

Departments should be operating close to normal prior to the pandemic. However, with the updated flexible work arrangement policy, supervisors are encouraged to continue to consider telework, flextime, compressed, schedule, etc to allow employees to maintain work-life balance as long as operations or services won’t be impacted. 


Some identified positions can continue to work remotely on  a permanent basis as long as there is approval from the appropriate administrators and Human Resources. 

Important Considerations:

  • Supervisors should begin to work on campus before their employees are expected to return. This is to ensure the office is set up with safety measures before others return to campus.

  • In a rotation, employees should take their turn in the office as practical without creating unnecessary imbalances across team members.

  • Although Gallaudet is highly encouraging employees to obtain their COVID-19 vaccination, it is not required at this time. Nevertheless, those who opted not to receive the COVID vaccination will still be required to work on campus. All employees must still follow the safety measures whether or not they are vaccinated.

  • For employees who require reasonable accommodations, please ensure you engage with the Office of Equal Opportunity Programs (under the Division of Equity, Diversity and Inclusion) for guidance. 


  1. Non-Compliance Protocols and Resources

All supervisors play a crucial role in fulfilling Gallaudet’s mission while ensuring the health, safety, and well-being of its employees. Therefore, if an employee fails to meet the expectations set forth in the Gallaudet Way Forward or other standards and policies, supervisors must address these matters quickly and appropriately. Supervisors who fail to address it quickly may face disciplinary actions. 

Examples of Non-Compliance Violations: 

  1. Refusing to complete the online Health Self-Assessment. 

  2. Failing to report accurately in the online Health Self-Assessment.

  3. Refusing to wear a mask/face covering. 

  4. Refusing to report to work at a designated worksite.

  5. Refusing to participate in cleaning/disinfecting protocols. 

  6. Refusing to maintain social distance in the workplace.

  7. Refusing to provide evidence of obtaining a flu shot (please note the evidence of flu vaccination requirement is suspended until September 30, 2021). 

  8. Refusing to comply with the weekly COVID-19 testing requirement. 

  9. Refusing to complete the online COVID-19 training program. 

Note: There may be unforeseen circumstances that are considered non-compliance violations that are not listed above.
 

Protocols

  1. Supervisor identifies that an employee is not complying with the health and safety directives.

  2. Supervisor asks the employee why they are not following the health and safety directives. 

  • Does the employee’s answer indicate a potential need for reasonable accommodation or job modification? If yes, the supervisor should reach out to the Office of Equal Opportunity Programs for further guidance.
  • Is the employee’s answer stating unintentional or mere negligence? If yes, the supervisor should reach out to Human Resources to determine the appropriate approach, which may include verbal warning or a written reprimand.
  • Is the employee’s answer stating an intentional, knowing, willful, and/or blatant disregard to the consequences of violating the expectations? If yes, the supervisor should reach out to Human Resources to determine the appropriate approach, which may include written warning, suspension without pay or termination.

  1. If the employee’s answers do not provide sufficient information, the supervisor should begin fact-finding. 

  • Did the employee have a clear understanding of the expectations?
  • Did the employee receive the appropriate tools and equipment (i.e. face coverings, cleaning/disinfecting items, etc.)?
  • Did the supervisor facilitate the safe practice directives (i.e. provided equipment and tools, workstation setup, plexiglass, work schedules, social distancing efforts such as tape on floor marking 6 feet, etc.)?
  • Is there a reason that the employee believes they are unable to comply with the expectations? If so, have the employee explain.
  • Did the supervisor work with the employee to implement other ways to mitigate the risk of spreading COVID-19 while addressing the employee’s concerns?
  • Once the supervisor has completed the fact finding, they will need to determine if the employee’s actions or inactions were in fact a violation of the expectations of all employees as provided in the Bison Employee Health and Safety Pledge or other standards and policies. If the supervisor determines that the employee violated these expectations, they will then have to determine whether the violation was intentional which will guide the supervisor in issuing discipline or other corrective action addressing the violation.
  • If the supervisor determines that the employee’s failure to comply was unintentional or mere negligence, such as a mistake or an error in judgement, the employee may receive a verbal warning that would need to be documented and clearly explain why compliance with these expectations is important and that further noncompliance may result in disciplinary action. The level of discipline should be determined based on frequency of occurrence and other underlying factors.
  • If, in consultation with Human Resources, the supervisor determines that the employee’s violation of expectations was reoccurring, intentional, knowing, willful, and/or in blatant disregard of the consequences of violating the expectations, the supervisor should consider the employee as having engaged in insubordination that endangered the health, safety, and well-being of students and employees. Disciplinary action depends on the severity of the situation and may include written warning, suspension without pay or termination.

 

Type of Violation

Occurrence

Corrective Action

Failure to comply with requirements, such as daily assessment, weekly testing, social distancing. 

First Offense


Second Offense


Third Offense


Fourth Offense

Verbal Warning


Written Reprimand


Suspension without Pay


Termination

Failure to face mask or face covering 

(including leaving the mask dangling or improperly fitted to your face)


Reference: A&O Policy 3.17: Face-Covering Policy

First Offense


Second Offense


Third Offense


Fourth Offense

Verbal Warning


Written Reprimand


Suspension without Pay


Termination


Please reach out to the Manager of Employee Relations if you need further guidance. 


Helpful Resources

Your Way Gallaudet

Return to Campus FAQ for Supervisors

Return to Campus FAQ for Employees

A&O Policy 3.17: Face-Covering Policy

A&O Policy 1.10: Reasonable Accommodation

Interim COVID-19 Supplemental Paid Leave Program

A&O Policy 4.21: Leave Sharing Program

 

Information Contact Information

Human Resources: hr@gallaudet.edu

Office of Equal Opportunity Programs: eop@gallaudet.edu

COVID-19 Team: coronavirus@gallaudet.edu

Gallaudet Way Forward: gwf.plans@gallaudet.edu

Gallaudet

800 Florida Avenue NE
Washington, DC 20002

Gallaudet

800 Florida Avenue NE
Washington, DC 20002