Survey raw responses: staggered shifts

Unedited responses from APPA’s survey on FM practices during COVID-19, conducted March 2020.

What processes and procedures are you using to stagger shifts?

Work hours are approximately the same, but people are scheduled so they don’t meet in the morning, take breaks and lunch at different times.  Only 50% of the staff is coming in.

Scheduling multiple trades per shift so that not all of one discipline are working the same shift.

TWU has gone to online only classes for the rest of the spring semester. We have a few buildings open for residents, mail service and dining. The custodial staff is rotating 2 shifts per day to clean, disinfect , and stock areas that are accessible.

Altering work hours, Starting with allowing the employees to choose the hours they want to work, then keeping a record.

Minimizing number of employees on campus at any particular time and assigning them directly to specific buildings.

We are encouraging all who can work from home to do so. We also have split our shops that can’t work from home in half so half will work for two weeks, then off for two weeks rotating on and off every two weeks.

The various units (PM staff, electricians, etc.) have been divided roughly in half. Half of them work 1st shift, half now work 2nd shift, with a gap between shifts of between 0-30 minutes, depending on unit.

Multiple options.  We have split crews to allow them to spread out in crew spaces and staggered shifts by 15 minutes per 4 person group.  This means individuals can access their respective shop only for 15 minutes every hour.

Half of the employees are working or training from home the other half work and rotate out every week.

We have a small campus and are going to a skeleton crew (2 people per shift for general maintenance).

Scheduling employees for different start and stop time, lunch breaks and avoiding common shop areas going directly to work vehicles and maintaining social distances at all times.

I manage the Central Shops.  Paint/Carpentry/Electrical & Plumbing.  48 employees.  We stagger start times from 6:00 – 8:30 in all shops to maintain social distancing.  We have taken the checkout keys back to shops to avoid congregation in common hallway where keys were accessed.  We communicate via mobile devices in field and not morning tailgate meetings.

Our entire business office (call center, work center) is working remotely from home. (8 employees) The “trades” have one person on campus on weekdays. This is rotated through the shop. An on-call technician is also available after hours.  Custodial services are limiting their services to 2 hours a day in the buildings that are opened and only one person works in each building.

We have teams of two that are scheduled to work several hours a day.  They are required to wear PPE equipment that we supply.  The teams of two split up and tour the inside of the buildings.

Housekeeping staffing has been reduced. 20 FTEs that normally work 40 hrs./week (Mon-Fri) has been changed to 4 shifts, 1 shift per day, 5 FTEs per shift, Mon-Thurs.. Grounds staffing has been reduced from 10 FTEs working 40hrs/week to 5 FTEs working a Mon/Tue shift and another 5 FTEs working a Wed/Thurs shift. Carpentry staff (4 FTEs) has been reduced to 1 FTE coming in each afternoon Mon-Fri to check buildings and run occasional tickets. Rotation is on a weekly basis. Mechanics (4 FTEs) are rotating weekly shifts Mon-Fri (8am-noon) Controls Tech is working remotely. Project managers are working with contractors on a case by case basis.

We have dropped down to critical manning levels, with over half of our work force on home assignment.  We have instituted extreme social distancing measures while at work, individual work assignments, restrictions on number of people that can be in a vehicle at the same time, etc.  As personnel identify that they have tested positive or have been exposed to a person who has tested positive and are self-quarantining themselves, we call in the reserve personnel to keep at our critical manning levels.  This is going to prove more difficult as people are required to self-quarantine.  Due to the public K-12 school closures, we offered our personnel shift adjustments so that they could care for their children during the day that would otherwise be at school.  We did not have anyone that requested adjustments to shifts at this time.

We have created two separate teams: trades and staff that will never interface.  Most of the staff are working remotely, but on-call for emergencies.  Individuals are assigned routes to walk to perform walkthroughs of high voltage substations, buildings, mechanical rooms, and roofs to ensure there are no equipment failures or leaks.

Alternate all staff from 8a-12 noon, 16 per day.

Setting schedule via email to their immediate Supervisors to be posted/distributed to employees.

Reduced sized crews in maintenance and custodial and grounds work one week shifts. Those not working are paid to stay home.  If someone from one crew gets sick, the rest of that crew will quarantine.

All normal operations of the University are closed at this time.  We are in Ohio and the Governor’s Stay at Home Order, announced effective 3/22, provided the incentive to do this.  Until further notice, we are working only with skeleton staff levels.

We are currently staggering each staff member to strategic area(s) of facilities to be able to retain the typical work schedule.

We have formed smaller teams consisting of a plumber, electrician, maintenance worker and grounds person to alternate shifts (be physically present at the college). Additionally, our Caretaking team has been reduced in size, minimizing the number of team members present at the school at any one time. Social distancing is required in all cases.

We are using an A/B team approach. We are having them shift days they are on campus. This week team A will work MWF and Team B will work Tues Thursday. Then they will swap schedules next week. This allows them to stay connected but still limiting the amount of staff on campus.

Time adjustments.

Each department is being direct to operate under their approved Continuity of Operations Plan.

1 person per shift per time clock.

Fifteen minute shift adjustments to the cross over shifts to avoid the same time at in/out stations.

Reduced shift schedule.

We have gone to rotational schedule by day of week for maintenance departments.  Custodial and grounds have gone to hours per day and area restrictions.

We have very limited staff reporting daily 1 staff member per shop. We are having our custodial staff all work one shift but are limiting the roll call to 5 members in the room at a time everyone is following the 6 foot rule.

Staff are essentially split into 2 groups and then on one week and off the next.

We have implemented our summer schedule for half of the staff. Trades report directly to their individual shops checking in by phone with the supervisor.

We are staggering shifts by trade and running the crews 3 days on two days off-one third of the techs are at work on any given day.

We have a day and evening shift. The staff is only allowed to work on one person jobs. Only one person in a vehicle. No commuting together to work. Staggered time in lunch rooms, or not even going back to lunch rooms. Our stores is locked down. Only stores personal allowed. The main plant is off limits to everyone except the people that work in the plant.

We’ve implemented “rolling shifts” to provide coverage.    As an example, if we have 10 people in a department we have two people working on Monday, two people working on Tuesday, etc.

Staffing two mission critical staff daily and utilizing social distancing accordingly.

2 different people only each day. Others, on call basis for maintenance.  1 person 20 hrs. for athletic field upkeep isolated from the rest of the staff. Groundskeepers off 2 weeks w/pay. Plan to bring in 2 for 2 days to police & mow area. Then shift to another 2.  Cleaning has 7 on for residential. 4 shifts rotating. Waste has 2 on as needed for trash & recycling clean up. Office from home.

Only having skeletal crews working out of different areas.

Grounds, Custodial, and Tech Trades have been divided into 2 groups per trade.  They stagger M-Th (no work on Fridays) each so there are only 50% of staff on site at any given time per trade group.  Supervision is staggered also when possible.  Project management staff are only working 1 day per week on campus and telework 4 days per week so only 1 PM on campus per week day.

Reduced the on-site staff to a skeleton crew.  Roughly 10 percent of the workforce to support remaining on-campus living, clinical operations, police operations and some critical research.  All other on-campus activities are being pushed remote.

We have instituted minimum critical staff on-site. Critical staff will rotate between on-site and teleworking to minimize individual exposure and manage stress. Non-critical staff are teleworking. Staff on telework will be enrolled in on-line training if their normal duties or skill sets do not fit a telework model. All staff are receiving full wages regardless of work location or status.

Communication to each employee.  Our manning is still minimized, so this is quite simple.  As we bring additional technicians on campus over time, shift start times, breaks, and lunches will be staggered to minimize groupings.

We have the ability to stagger starting locations. Supervisors and team leaders are manually recording start times for the shifts. Any morning huddles are being done in multiple, 2 to 3 person groups.

We have assigned partial work days and do not allow any gatherings or break times.  Individuals will not have more than 4 individuals on a site and they are to maintain social distancing.

All staff have designated days/times to be on campus and specific building assignments.

We have gone to a skeleton crew, 2 grounds crew, doing trash and other jobs they can go home early when trash is completed, Maintenance consists of 6-  2 BMW, 1 day 1 night , 1 electrician, 1 plumber ,1 carpenter, 1 HVAC, 1 alarm tech, 4 custodians day, 4 night, 3rd shift operates Tuesday/Friday. We have a staff of 94 people and have all except our older workers rotating working 2 days a week.

Some are on a 4×10 hr. shift. Others are working 6am to 14:30. Separating building responsibility.

We have gone to a 1-week on and a 1-week off process with our staff.  We are also allowing a straight 8-hour shift that will not require them to punch in and out for lunch, to reduce congestion around time clocks.

Physically essential, and essential not scheduled. Essential not scheduled come in as needed and rotate this responsibility.

Starting a handful of employees earlier to allow only a small number of employees in the office/shop to clock in, get keys and materials. The rotation of each ‘check-in’ typically takes around 5 minutes.

Several, it depends on the departments needs we are using several different thinks.

Half of staff work 3 days other half 2. Rotate the following week.

Split workforce – half home and on call.  Isolating units geographically to prevent community spread, everything is zoom, no visits to office.

Skeleton crews are working two days a week.

Limiting the amount of people in the shop at one time.

Working from home. 1 person per vehicle, staggered lunch time. Closed campus to contractor.

Physically separating each shop into two crews.  Staggering shifts by 1 hour

Alternate day shifts, minimal staffing on campus.

Staggering start times by 10-15 minutes. Splitting crews with both groups working four 10’s.

Changing shifts to clock in/out at the half hour and on the hour.  5 to 6 employees at each check in/out period.  We also have multiple locations around the campus for staff to clock in/out at.  Sanitizing wipes are located at each hand scanning location.

Split into two teams in the shop/maintenance zones with one team Mo/Tu and other team Wed/Th, then they alternate covering Fr. Grounds staggered start/stop but entire staff working, we were short staff prior to pandemic. Custodial still in zones and most employees work evening/graveyard shifts so natural separations. Admin/support (supply/procure/IT/garage/accounting/budget/tools) staffs spread out over the week to insure coverage but also separation. Construction coordinators spread over week to cover outside contractors, who are mostly all still working with many projects just coming out of ground so mainly exterior work.

We are currently minimizing the number of staff, with staggered shift reporting times, i.e. 5:00 AM, 6:00 AM, 7:00 AM, and a limited night shift at 3:00 PM.  Time clock use has transitioned to mobile device to limit gatherings at physical time clocks.

Greatly reduced staff numbers to just support essential services on campus and changed shifts to minimize interaction.

1 staff member scheduled at a time in 1 building.

We are only working at 10% capacity (essential duties only) at this point in time of the public health emergency.

We are running at one trades person per shop per day with the rest on call.

We are setting arrival times apart by 30 minutes.

Each supervisor has discretion on how this works for their unit. We are running a bare bone operation so everyone has between 5 and 10 minute intervals to begin their work.

Thirty minute intervals, four shifts including supervision. Time keeping on personal devices.

Start times and working 4/10s.

Maintenance x 2- working 4 – 5 hours a day (2 men) not working in the same area Housekeeping x 1- working 4 – 5 hours every Wednesday to disinfect areas that staff entered (our college is currently closed to all).

We have divided our shop into 4 shifts starting half an hour apart to stagger lunch and break times.

Adjusting report times and not conducting morning meeting to discuss the day’s tasking.  Technicians report and head out to jobs.

Segregated crews to 20 or less, working on three 12hr days off for 15.

Reduced hours, essential functions only, reduced people on campus.

Changed start times.

Trades workers report to work, have been provided a mobile device of either an IPad or an IPhone, and assignments are made through mobile devices. Conversations can take place via Skype, phone, or Zoom.

Adjusted hours and no gathering larger than 10.  6 foot separation between team members.

We divided our department into two teams and rotate weeks worked. If we had an exposure we would split the remaining team in two again in an effort to provide coverage.

Our campus is essentially on lock-down with very few allowed in the buildings. We do not have dorms or residential halls, so that is a blessing. In terms of staffing, we have reduced staffing to 1/3; every team members works every third day. This minimizes the interaction between members, but maintains the buildings and systems as operational.

We don’t have students on campus and most staff are working remote. We have maintenance staff working 2 days a week and custodial staff working 1 day a week on a rotating schedule.

Half staffing Mon – Thurs to support much reduced demands on campus.

Splitting into shifts, no overlap of staff in the office. Staff now allowed to drive personal vehicles on campus. No shared rides, no and of shift gathering at the office or shop.  Those who can work remotely have been instructed to do so.

Staff is split in half … working opposite weeks to have one week off and one week on.

Differ t signs in locations.

Split custodial shop members in half, due to current decreased and focused work load. Group 1 works a 3 day cluster and Group 2 a 2-day cluster. The following week, they swap days. While on shift, there is one way foot traffic into the time clock area and out of the building to their work assignment. Sanitizing efforts are routine at time clock and the break area is not to be shared. Daily tasks are assigned as individuals and not to groups.

Split shifts w/alternating teams.

Not working in teams, if a project or job requires at least two team members, a supervisor must be notified first before moving forward.  We have implemented a “one day on, one day off” rotating weekly schedule, essentially only 50% of the team is on duty on any given workday.

By bringing in the various trades on different dates and times. Making sure they stay at least 6 feet away from each other when they need to work together. Providing them with masks, gloves and sanitizer.

The University provided 80 hours of emergency leave.  We cut our staff to 1/3 and rotated everyone 1 week on and two weeks off.  We will stagger shifts starting April 13.  Social distancing is enforced, and we are limiting one person per vehicle.

For those unable to work from home, we have staggered the shifts so that one or two employees report to work every half hour between 6 am and 8:30 am to limit exposure to each other.

We are having half of the technicians in the majority of our shops work one week and the other half work the next week.  For the week that the shops are not on campus, they are being paid to be home and on-call.  In another shop that only has two employees, they are each working on campus one day per week (one on Tuesdays and one on Thursdays).  They are cleaning the shop at the beginning and end of their shifts and are on-call and being paid when they’re at home. We are limiting vehicles to one person at a time. Other people walk.  We have limited breaks in the shops so people can’t gather there at the same time.  People are working from home whenever possible.

Varying start, break, lunch and finish times.

In our Grounds Dept. We have no more than 7 on a shift and all in separate quadrants of campus. If Facilities, we have no more than 2 per shift. In Custodial, we have no more than 4 per shift. They cannot use the time clock, they are not allowed to use the break rooms and are not on shift long enough to have a lunch break.

We have created two teams, a black team and a gold team (school colors). We are alternating weeks for coverage.

Shift meetings have been suspended. Staff report to their assigned areas and call into a Supervisor via phone. Instructions/tasks are provided via phone or email.

They are meeting in separate buildings.  The team leads and supervisors are on twice a day video conferences with the director to coordinate operations across the system and keeping “non-on-site essential personnel” working from home.

Our building are closed to staff and the public, so we are only staffing 1 person per day, and they work every other day.

Staff has been totally reduced to 1/3 Critical staffing.  Staff that can work from home are to not come to campus, but continue to work remotely.

We reduce our coverage hours from 2 shifts a day to 1 shift a day.

Employees working the same shift are clocking in 5 minutes apart. Some employees are working 4 10 hour days instead of 5-8 hours days. We have some working M-T and the other T-F. We have had some employees have chosen to take leave.

We are scheduling personnel for essential functions (as minimum as possible, along with a supervisor on site. We have extremely low on campus work occurring….only enough to maintain our business operations. Therefore, we do not have a need for staggering shifts.

Split crew in half.. Crew working one week on/one week off.  Supervisors are working a 3 days on/2 days off – 2 days on/three days off.  Allowing for supervision of the crews while still maintaining campus as best as possible.  No major projects are being completed at this time.  General maintenance only.

Reduced staffing.

Adjusting start times to 5am, 6am and 7am.

After limiting access to only the most used parts of campus facilities we have asked supervisors and team leads to stagger and alternate shifts ask to not overly expose nor over work staff.

Ramped down significantly on numbers of cleaning and maintenance staff on campus.  No one is working together unless repair work absolutely requires such.

We have staff abide by the 6 foot social distancing as they clock in.

Staggered start times.

Crews are spread between floors to downsize groups to 10 on each floor and maintain 6′ separation between personnel.  If someone comes to the site well and becomes sick while at work they are sent home to be self-quarantined until illness is diagnoses by medical staff.

Report to preassigned campus location, and not a central office to be assigned. Dismiss remotely too.

Again, just repeating the same message often and frequently, enforcing social distancing, encouraging folks to “break old habits” i.e. not everyone gather in the break room at the same time, etc. – also staggering various work groups’ shifts to start in different 30 minute increments i.e. shift start times @ 5:30 am; 6:00 am, 6:30 am. etc.

Varies by shop.  Some using 4-10s, some staggering arrival/departure time, and combinations.

We are working 4-5 people on a 3 day rotation.

Reduction of staff. Only essential buildings are being serviced.

We only a run day shift. We do have four teams that contain employees that are never mixed. in the event that one employee on the team tests positive then the whole team is sent home for 14 days.

We have broken our day shift into three on site shifts allowing employees to work remotely for four (4) hours each day.  The shifts are 7 – 11 am, 10 am – 2 pm, and 1 pm – 5 pm.  Employees are considered in a standby status while working remotely and available to return to work if required.  Staff is encouraged to remain at campus job-sites unless returning for tools, parts, or materials.  This enables us to limit the number of employees to less than 10 within each shop at any given time.

Using alternate entry/exit paths.  Staggering check-in/check-out times.

Essential duties only, reduced hours, rotating days.

The governor of RI has requested that groups – at home or work – be kept to no more than 5 individuals.  At work, we have required that staff stagger breaks such that they comply with this state directive.  Many of our managerial staff are working from home, some 4 days/week, others 2-3 day/week.

Limiting number of staff (from 15 to 5) alternate weeks.

We have broken our staff into 4 teams.  Each team works one week on and 3 weeks off.

Moving from a standard Monday – Friday to Monday-Sunday coverage.

We are a small department and already had largely staggered shifts to provide campus coverage, so not much different.

Each staff will work one day per week, full eight hour shifts.  The employee will then work remotely the other four days of the week.

Only 1 staff member per day, unless something comes up that requires more staffing.

Direct Contact line Staff are currently working on campus 2 days a week in limited numbers.  Academic buildings are closed, Res Halls are being consolidated for the 100+ students left on campus. Staff work in unoccupied buildings that have been unoccupied for more than 3 days and do not enter active buildings except for on an as needed basis, Approval is needed to enter room currently occupied by students to ensure they are not on self-isolation.

We’ve implemented a rotating schedule in which only a core group of operations & maintenance staff are on campus on any given day to provide essential inspection, monitoring, cleaning, preventative maintenance, repairs and oversight of contractors.  Remaining staff are at home on-call if required for emergency.  Staff at home are provided take-home work and on-line training assignments where possible.  Everyone rotates between on-campus work and at-home on-call.  The percentage of staff on campus on any given day varies by crew depending on the crew size and nature of work.  Most trades crews have 25% working on campus.  Custodial is targeting 50% as on-campus activity is significantly reduced.  All staff are currently being paid full-time salary.

We are rotating Supervisors and Team Leaders for each shop daily along with a technician.  The team is currently covering 8-5pm one day per week.

All staff who cannot work from home are working on day a week and are on paid administrative leave to self-isolate the other days.  Groupings of staff are not mixed by day.

With all but essential buildings on campus shut down, we have limited maintenance staff on campus.  We are rotating staff who report for duty each day. Staff must maintain proper social distance while working, wear appropriate PPE, and clean and disinfect high touch areas, tools, and equipment throughout the work day.

Extended work hours, for security purposes, coordinating with College Police to ensure coverage during closure to public.

We have divided our workforce into thirds or quarters, require them to work out of separate vehicles, do not permit them to break together, and we have established COVID-19 protocols that they must follow from prior to their arrival at work and guide them through to the close of their work day.  We have even gone as far as providing them guidelines for their time away from work.

No more than 2 staff on any given day, with a rotating schedule.

Supervisors schedule all personnel directly and individually by task, time and location.

With maintenance, we have four shifts of 5 hours each: 9 a.m. – 2 p.m., 10a.m.-3p.m., 11-4, 12- 5. Housekeeping is similar, but with more people. Grounds are currently working 5 hours days twice a week.

Offering 3 shifts: Overnight, first, and swing (4 am – 12:30 pm).

At the moment honor system.  Very small staffs, so communication is easy.

Changing shift times, also consideration underway to move to 4-day workweeks and extending workweek to Saturday. Shift reductions may be in play as well (i.e., removing 1 day per week for staff to work, M-F).

Housekeeping is already staggered and we require 6 ft. distance when clocking in and wiping time clock between employees.  Our largest staff is 12 people on evening shift housekeeping.    Our maintenance staff of 12 consisting of all trades is split into two shifts one starting at 6 a.m. and one at 11 a.m.  The early shift is not allowed in the shop at the 11 a.m. start of the 2nd shift.  We are also separating them on jobs as much as possible and when it is safe.  They still enter the residence halls where we still have a few students in pairs and we ask that they practice social distancing where possible.

Supervisors have staggered start times and canceled the beginning of shift meetings. Interactions are moving to Microsoft Teams app on IPads.

Elevator Shop employees come in 2 at a time at for 8-hour shifts starting at 6 am, 7:30 am, and 9 am.  Less than 50% of the shop is working on campus at one time.

Divided crews in half. 2 weeks on 2 weeks off. Review in one month.

Three crews each working one M-F day shift every three weeks.

8:00am -4:30pm and 6:00pm – midnight.

We are a small institution, so we are closed. We are working are building staff every other day. We are using only a few staff members.

On crew works 3 days per week and the other half of the team works 2 days.  They rotate the following week.

By only bringing in critical staff to perform specific functions such are performing maintenance on critical infrastructure.   Storm drains, fire pumps, sewage ejectors, elevators etc.

Week on/week off.  Currently, most staff is at home with pay.

We are a smaller staff.  There are a total of 6 maintenance and grounds people.  Half are self- quarantining, the other three are taking short shifts to do a walk around the building to check mechanical systems.  This week, we are gaining two employees back.  We will work in pairs, but with different assignments to encourage social distancing.

50% of workforce is working from home (40hrs/wk) doing “meaningful work” while the other 50% is on campus…then we switch.  For those on campus we are switching break times and having managers manually enter start and stop times to prevent gathering at time clocks.

12hr rotating shifts for 3dsys, then 3 days off.

We have divided all the workers into unit 1, 2, and 3 and are working them on a 3 week rotation. Each group works one week then has two weeks off. We are able to spread out on campus and keep one person per vehicle.

Some staff are 10 hour days four days per week and start at 5:30 each day they are at work.  Staff working 5-day weeks start at 7:30.

Alternating work schedules and allowing more working from home.

3 shifts . 1st 8am to 4pm , 2nd 4pm to 12am , 3rd 12am to 8am.

I manage the PM/Engineering Staff.  We work remotely to the extent possible, and currently allow up to 4 hours of on campus time to be used for project visits, escorting visitors through projects (planning purposes), or getting some office work done.  We practice social distancing while doing all of this.  We utilize Zoom for all large group meetings.

checking in at more varied locations, splitting into 3 separate teams with each spending separate 2 weeks working off campus, isolating in particular those employees who have specific irreplaceable skills (Central Utility Plant Workers, High Voltage Electricians, etc.), staggering start times for various parts of Facilities with no portions checking in or out at the same time.

All employees numbered 1-3.  Shift adjusted as to when each shift should work.

Limited shifts to 4 per day and staggering man-power.

Shifts are staggered by 3 hours only.  Staff clock in is staggered by location and people are kept separate by staggering clock in.  Work Order Distribution is done by electronic tablet.

We have certain employees coming in at various times starting 30 minutes prior to their ‘normal’ shift time. Ours is a relatively small shop so we are only allowing 5 employees at a time in the building in order to maintain appropriate physical distancing. This is being managed by a shift supervisor outside the shop. The department manager is inside issuing keys, managing clock-in, and issuing shift instructions.

With minimal campus occupancy, I have split my staff into 3 teams. We only have 1 of 3 teams show up each day, and we are focused on just essential operational checks and procedures similar to winter shut down mode. We do have outside contractors working to get people employed with their companies, and we are doing our best to keep our O&M staff away from those project sites.

Check in times are 15 minutes apart for the larger shops. No more than 10 people arriving at any one time.

Building Maintenance crew members are coming in 2 days a week to walk buildings and do urgent repairs.  Working separately but with partners on campus. Working remotely on updating preventative maintenance schedules, capital replacement schedules, and taking MS Office classes. Custodians have deep cleaned all buildings and go back daily to buildings that have occupants. Grounds crew alternates weeks to come in.   Vehicles are assigned to one person during this time.   No group meetings.

We are a small marine lab campus, 45 buildings/285k gross sq. ft., and we are almost completely shut down.  Only one tech daily is performing campus checks of mechanical systems.

Staff rotation plan and call back procedures as needed

Moving staff to start earlier and end later. No gathering in the shop taking breaks in place or in vehicle. 6 feet between employees at all times.

Not staggering shifts, just when staff is in certain areas.

Splitting into morning and afternoon 4 hour shifts.

Mitigate employees by staggering schedules or not allowing in the office anyways.

Managers and Supervisors provide a schedule based on their needs and working in conjunction with their staff. These plans are sent to leadership for approval (all the way to VP level). Then communicated to department and campus.

First, we staggered shifts to have 5 or less staff members reporting at respect times.  Now, we are only responding to campus for urgent or emergency requests.

Even odd days; we also have two separate start times.  We have a small staff, and so social distancing is pretty natural for us.

Broke my staff into 2 groups that work 2 days on then 2 days off.  This is lighter coverage but we are not receiving many work orders and we can monitor campus buildings for problem areas.

We have split our crews in half. Our shifts are every other week. When we are at home, we work on what we can.

1 Management team member is on site. Technicians are on a weekly rotation to come on site, Technicians are assigned same team for their rotation 6 foot distance is in place custodial teams are working with the same 6 foot distancing.

Currently, we are on a two-week social distancing absence from work with only urgent responses calling for an associate to come in from home.  We start back to work on April 6, and we will stagger shift begin and end times along with lunch breaks so that no more than a set number of people (whatever the CDC guidance is at that time) are in the break room at any given point in time.  Workgroups will also be kept to a minimum, preferably one person but no more than just a few, again, in compliance with whatever the CDC guidance is on April 6.

Shifts of no more than 10 staff personnel and alternating weeks and times schedule.

Our physical campuses are closed, with academic offerings now online. Access to the three physical campuses is controlled/limited to one or two doors per campus only. Security manages access using lists of management-authorized critical employees (lists shared weekly with union leadership).   For shifts, we have a three-tiered set-up. Tier 1 – Skeletal manning during normal hours of operation of the plant and utilities (one operator, one electrician, one controls technician and one manager). Tier 2 – a call-in capability for mechanical and electrical coordinators plus limited numbers of plumbers, carpenters, handymen. Tier 3 – call in remainder of team subject to health guidelines, as well as essential contracted services. For custodial services, we have added a Touch Crew (wearing a different colored shirt so they stand out) who focus on hard touch points (elevator buttons, door handles, hand rails, table tops etc.) but day/evening/night shifts remain as normal to allow for deep and more frequent cleaning/sanitization to hospital standards. Custodial services may shift depending on duration of campus closures.

Going from 1st to 2nd shift split rotation.

We are starting shifts an hour before their normal start time to reduce the amount of staff at the time clock.

Two people a week on Post.

Split essential departments who need to report into the lowest amount of groupings possible and rotate them using 2 week shifts (current duration of symptom period) to ensure employees are healthy and not impacting the wider community.

We are staggering times for employees to report to work by 15-30 minutes each to maintain social distance.   Guys are not working in teams but working individually.

Michigan is under a “Stay Home” order so we are limiting to only essential services.  Two Custodians, boiler house operators three times weekly and one maintenance person walking the buildings each day.

50/50 platooning rotation for union trades.  Established two separate break periods and lunch periods rather than the normal one each.  Reduced weekend coverage staff asked to break and lunch outside of the normal break rooms so break rooms are fresh for the next crew that starts Monday morning.  Professional union and management telecommuting when possible.

For each of our campuses, we are bringing just one Maintenance Mechanic in at 6:00 am to perform rounds and unlock just one entrance.  After 4-hours, that person goes home.  All essential personnel are working at just one campus.  For that campus, we bring in just 3 custodians to clean areas where essential staff were working.  They work different zones from noon to 4pm and then are sent home.

Only essential employees are working at Penn State University, employees are maintaining social distance directives.

Staffing numbers have been reduced to minimal levels needed at any given time.  We are rotating staff who are asked to work every few days, that way everyone gets time away, we maintain the basic needs of campus, and we minimize the number of people present at any specific time.

We have a small staff.  Staggering start times for each person.

We are on a reduced staffing of essential employees (maintenance, EVS and grounds) to meet institutional needs.  Equity is important to us so everyone who has not been granted an exemption from work for one of the CDC-identified risk factors (age, diabetes, heart disease) works a few days/week.  We also grant work exception for childcare or caring for someone who is in a risk category or is sick.  Overall, it keeps the # of people at the college at the minimum # required and work assignments keep them physically separated.

One person per team comes in and none in the same building and only work certain days per week.

Grounds comes in Tuesday, Thursday & Saturday with flexibility built in for weather. Maintenance is Monday, Wednesday & Friday with no more than two people working together with at least 8-10 ft between them.

We are small residential campus. We have limited facilities staff on campus responding primarily to work orders from remaining students. We are also continuing our PM work. One person per vehicle, thanks to the first town hall meeting. Custodial Services is working two shifts with very limited staff focusing on the one residents hall still housing students and the dining hall. Custodians cannot work in the same room together. Critical office staff scattered around campus are disinfecting their own areas on a continual basis as they see fit. Custodial are responding to work orders to collect office trash and service restrooms. Groundskeepers are working independently, focusing on mowing, with limited seasonal landscape planting.

Rotational work shifts, with minimum number of custodial staff on campus to support only active departments (i.e. research & clinics).  Employees will work one week, then be at home for 1-3 weeks, dependent on their area.  Employees are paid while at home.

Flex time, 8 hour shifts across 24 hours to minimize numbers, looking at longer shifts over fewer days to stagger more.

We have split the crews in two. One week of work and one week of stay at home (on call if needed). Full pay for all. This allows for less people in the lunchrooms etc. to ensure physical distancing is practiced.

-Rotating schedules (non-consecutive work days) -Staggered clock-in and clock-our: 5 minute increments.

It depends which trade and the work.  Practicing SD and proper PPE is essential.

SEMO has transitioned to an on-call procedure for our trades.

Shifts come in at 10 minute intervals – times given by supervisor thru e-mail. Realize that we are only using essential workers at this time that is less than 10% of the workforce.

We are only allowing HVAC staff onsite.  We are staggering their schedules so there is only one tech physically on campus at any one time. We will call in another tech should we encounter other issues such as electrical problems. Managers are also alternating shifts so only one manager is on campus at any one time.

We have staggered shifts into 15 minute increments that may need to time in within the building. For those that have electronic tech we are asking them to report strait to their vehicles and log into to the input time and work for the day. We have also cut our staff into thirds and are currently only working 1/3 of our staff on campus at this time. We will rotate them into the campus on a designated week. The staff are being paid as they are at home without using benefit time and the university will pay time and a half as they come in on their shift.

All employees are at home except for a limited few who are walking buildings (mostly supervisors) to make sure nothing is wrong (rotates among trades assigned to different zones).  Employees have their assigned building access cards and keys, there is no reason for them to interact with others.  We are providing very limited services.  We created different zones for custodial and trades, 3 weeks ago, no interaction between zones, not interaction between trades and custodial.  Went to no zone interaction 2 weeks ago – employees reported to their assigned building(s).

Currently there are minimal staff and about 35 students on campus, so we focus our efforts on that dorm building.  We have assigned staff a daily rotation and pair male and female teams so that any need can be addressed appropriately.

Splitting shops to at least two separate locations to report to.

Shift start at 6:00 AM Shift start at 10:00 AM.

Changing start and quitting times.

Two shifts – have put in procedures for social distancing when checking in and out (staggering line and using one way flow with indoor and outdoor).

We laid off all custodial and maintenance staff.  The supervisors that share office space stagger in office time.

Each shop is staggered by 15 minutes over an hour and half, so some will start earlier than another. Also we have provided additional hand sanitizer and no longer require a code to be punched in. They just swipe their card and wait 10 seconds for the time clock to reset for the next person.

We are only bringing in one third of our workers each day and only for a minimum of two hours per day, systems checks and life safety and heating maintenance.  One person per shop and they are asked to clean all surfaces at the end of each shift.

Offset shifts and telecommute where possible.

We have been at one person in per day, but this week will assign one person to campus for the entire office to reduce exposure risk.

Started with 15 minute and 30 minutes staggered start, lunch, and end of shift for shops. Now we have further reduced to mostly working remotely and administrative leave for those that can’t work remotely. We continue to respond to emergency and urgent work orders, construction project support, and custodial cleaning/disinfection.

Split groups, split shifts, work remotely, any number of different way and combination.

Half off – half on at all times except for boiler operators.  No visitors to offices.  All meetings remote.

Voluntary moves first due to union contracts.  Most staff want to keep themselves safe and like isolation.  Moved several Custodians to three different new night shifts.  Custodians now working around the clock with seven different start times.  Moved Maintenance staff with similar functions to alternating 4 tens so they only have contact on site 2 days per week.

Reduced coverage; skeleton crew; Loose team assignments (staff work in teams for safety, but not in tight proximity).

It differs but it is typically either a few days on a few days off. Or a few people one week, a different group the next week. Or staggered shifts.

Trades staff are on an ‘on-call’ basis.  Certain campus buildings are being shut down.  Shifts are on 4 hour increments.

We are having employees report directly to their work area to avoid congregation at a time clock & have implemented calling in to supervisors to report arrival/departure from Campus.  This is somewhat of a honor system.

We are developing as we go.  UNCC didn’t have any processes or procedures in place.

(4) 10 hour days across 7 days a week.

We split our crew in half, Team A and Team B, Team A works the beginning of the week, Team B works the end of the week. We also have staggered start time, our buildings and grounds team arrives around 7:00 am and the custodial team arrives around 9 am.

Staff normally staggers in so supervisors are having them clock in when they arrive and issue assignment immediately and punch out 8 hours later. For example, an employee arrives at 6:30am for her 7:30am-4pm shift. Normally she would just hang around and socialize for an hour before her shift begins, but now she is on the clock at 6:30am and will end her shift at 3pm.

Generally rotate 1st shift staff a week on, week off. Separate work areas but physical distancing working in pairs as possible for safety especially later and night shifts. Multi-shifts as possibly.  No overlap or face-to-face meetings.

Only essential maintenance personnel are allowed on campus, and this is only for emergency call in.  All buildings on campus are closed and the students are remaining are housed in two buildings.  Project management staff have specific days/times they are allowed on campus and are to only be in buildings where active outside contracted work is occurring.  These measure are in place until April 19, 2020.

All approval must go through the Assoc. Director or Director prior to going to campus.

Limiting the number of staff to gatherings of less than 5 and rotating shifts.

We are allowing staff to take their keys home with them and report directly to their assigned buildings. We are also having them text their supervisor start and stop times. All chemicals or supplies are done by drop.

The trades have drastically reduced staff per shift and therefore social distancing is being realized easily. For custodial services, we have asked staff not to swipe in for time clock. We have extended the time clock swipe window to 15 minutes and the supervisor is entering and checking them out – without anyone needing to come closer than 6 feet. Difficult, but doable.

For Operating Engineers (OEs), only one OE on campus at a time, utilizing standard continental shift (12 hour shift) 24/7.  For technical/trades workers, all staff are at home working on an “on call” basis.  They will respond to emergency and urgent requests only.

Starting sections at 15 minute internals allowing staff to take temperatures and practice social distancing. Entering one door and exiting other doors such that incoming shifts do not cross the outgoing shift.

Split crews on alternate days staggering start times by 30 mins.

The campus is closed so we only have a minimal staff coverage so they don’t interact with each other.

Maintenance personnel either work from home or work 12-hr shifts, three-days per week (FTE=35-hrs). Essential management either works from home or is on-site for a standard shift.

Shifts change every week.

Have an “A” team working 2 weeks and then rotating with a “B” team for two weeks so we don’t have interface between the teams.

Depending on shop.  Custodial is only reporting twice per week as scheduled.  Architectural trades are only reporting once per week on Wednesdays.  Engineers are only reporting to have the minimum required coverage 24:7.

We have divided our tradespeople into 4 rotating groups.  Each group is working 1 week and then have 3 weeks off.  We have reduced the amount of staff.  Most admin staff and mid-level managers are telecommuting with the exception of our 2 admins, 2 maintenance managers, and 2 storeroom managers who are working in a bi-weekly rotation (1 week on, 1 week off).    *I personally disagree with the way the admin staff have been scheduled.  We have enough knowledgeable staff that they could have been scheduled with the tradespeople group to help reduce the risk the cross contamination.  As it stands now 1 admin staff member could potentially spread any illness to separate groups (week1 and week3 or week2 and week4).

Skeleton Crews Offset shifts by 2hours so breaks/lunches/tasks are offset.

Only essential employees on staff.

Crews are working every other day and starting and ending one hour apart.

We run a small shop so are using one person per shift 7-3, 12 noon-8 for daily walk-through and basic maintenance. These 2 mechanics overlap 2 days a week to complete work requiring 2 people.   A supervisor is always present on site for safety concerns.

1 week on 1 week off.

We have split their schedules: one week on one week off (paid).  They are not to treat this as a vacation, no traveling unless they use benefit time.  They are on call in case they are needed, but for now they stay home for a week to limit contact with co-workers.

We are operating on an essential services model; instead of having 10 Electricians (including 1 Lead Hand) and 6 Controls Mechanics (including 1 Lead Hand) working each day we only have 1 of each position.  Instead of having all shop managers working each day, we only have 1 or 2.  Some Trades such as carpenters and painters are on-call only.

We have divided the shops into teams and alternate schedules so only one team is working and the other teams are off.

Maintenance Staff are assigned out to individual groups of buildings where they swipe in and stay to create greater social distancing.

We have divided the crew of 30 into two teams that rotate weeks worked.  They are paid for the weeks that they are not on campus. Basically considered “on call”.

Adjust work times, locations and days of week worked, restricting access by changing card access rights.

Alternating work days.   Split into two teams.   Making sure they use the 5 minutes grace time either side of shift start time to avoid lines at time clock.

We went to one day a work week with 3-4 people per shift.  Alternating days.

Morning and evening shifts.

A team and B team.

Engineering: 4 – 8 hour shifts, daily Building Maintenance: 4 – 8 hour day shifts, M-F Housekeeping: 3 – 8 hour day shifts, daily.

Splitting the Crews and ensuring that their schedules don’t overlap.

Stagger start times, breaks, & lunches to keep fewer staff together.

Separating (3) shifts by hours.

One person on per shift.

Team a and b weekly rotation.

We have not staggered but we send assignment via apps and cell phones and send them directly to job sites to complete assignments.

spreading people out over 15 minute intervals; having them clock in at clocks in separate locations, using phones with CMMS App so they do not have to come into the shop area to get assignments.

Skeleton crews on a rotating shift. Starting to close all buildings.

Minimizing number of staff on campus – majority of team on an alternate work schedule and working from home during the emergency.  Keeping 15 minute intervals between check ins and locker room use, phone check in and check out, radio contact with buddies instead of two-person teams, emergency service only.

Luckily, most of our shifts are already staggered for better customer coverage. We are urging all employees to not return to the building for breaks and doing almost all communication electronically.

The work force are divided in 3 groups 1/3 works 2/3 stays home. Staff working 2 days and stay home 4 days.

Spreading staff to 3 shifts – w/different start times.

We now have them working 3 days at the facilities and two days at home doing on line OSHA required training and doing their PM or WR DUDE maintenance paper work.  This will continue and we will add other Training from our Safe Colleges program of courses.

The only employees that are working at place of employment are maintenance, security, and 1 police officer. Everyone else is working from home or off using annual leave.

Allowing staff to pick the hours and days worked that they feel the most comfortable with. Anything goes.

A portion of our staff start an hour earlier. Other shops don’t stagger their staff but have multiple meeting locations to kick start the day.

Student housing maintenance staff are only addressing urgent work orders. Most residents are gone so we are only entering apartments if it’s an urgent matter.   Everyone aside from maintenance are working a shorter shift. All others are working from home.

On volunteer basis adding to afternoon shift and creating sub shifts at 30 minute staggered start times.

Custodians in 3 to 11, maintenance workers in 6 to 230.

Separating skill sets.

Staggered shifts throughout the day so the work days are longer but no one is working with/near each other that way. Also rotating week schedules.

Rotating days on and days working from home.

Essential tasks first, then others file in after.

One individual per 8 hour shift for each separate shift (7a-330p, 3p-11p, 11p-7a).

Prior Staggered shifts through attrition/replacements set us up well for around the clock service and compliment this goal as well.

Day shift and swing shift with 1 hour between shifts so they have a gap.

Multiple shifts.

Shift schedules have been spread as much as possible and work teams have been reduced to one person. Jobs that require more than one person are being postponed when possible.

To get separation in time and space the work force is split and coming in on alternate days.  This is only feasible since the facility is closed with only minimal support and administrative staff present.

Rotation of staff. All admins are working from home and Power plant is isolated from the rest of the unit.

For maintenance they have been put on a 1 day a week shift with the staff being divided into 5 groups.

Changing times for punch in for departments to spread our larger units and also break times.  Other typical social distancing being enforced.  Not allowing any vehicle to have more than 1 staff person in at a time.  Every staff member, not just janitorial, have disinfectant chemical and wipes to use everywhere they go.

Scheduling staggered start and finish times.  Employees going directly to work site without punching in at office.  Time is kept by director with email and text.

Dividing the work force into quarters.

All Zone maintenance teams (MEP) have been transitioned from Monday – Friday 7:30 AM – 4:00 PM to six rotating shifts; A, B and C 11:00 AM – 11:30 PM; D, E & F 11:00 PM – 11:30 AM.  With this schedule, we are able to cover campus 24/7/365.  In conjunction, we have terminated on-call.

Varying schedules and shifts across 7 days, previously 5 days.

– Reduce staffing – Work from home when possible – Shifts rotations – Temporarily suspension of need to punch-in /punch-out – Distribution of work by software app.

They have been instructed to go from personal vehicle to work vehicle.

Varying shifts, and separating the building into sections to allow for social distancing while cleaning.

Separating work locations, responding on-site when specific tasks are scheduled.

Divided staff into groups of five. Or less. Each group is three days on then 12 to14 days off.

Permitting maintenance and operational staff to telework 50% of their time. During this telework, they are expected to complete online training, mid-year performance reviews, and reports if applicable.

12 hour shifts and working every other day.

Our mechanics are split into 3 smaller shifts that rotate with one shift per day. Our housekeepers a split into two rotating shifts with protocols that limit the number of people in common area at one time to insure social distancing.

Essential staff only. Multiple teams, staggered shifts.

Split all maintenance crews in half and created an evening shift. 1.5 hours between end of day shift and start of evening shift.

All work order processing (assignment, time cards, purchasing, etc.) can be accomplished on each person’s mobile device – in theory they may never need to access the crew space.  If someone does require access to their specific shop space the beginning and end of shifts have been divided into 10-15 minute segments and assigned to individuals to conduct any business.  Longer shop time required to complete projects is scheduled with that crew’s supervisor.  TEAMS meetings are used for all crew meetings.

Scheduling and communicating with each other.

Longer time frame to accomplish check-in/check-out and adjusting some locations.

We are using rotating shifts with only 50% of the custodial team coming in on any given day.  We continue to pay them full salary.  Our day and evening shifts overlap by 1 hour already, so that has not changed.

1st, 2nd and 3rd shifts for generally equal coverage. Staggered breaks and lunches. Single person vehicle occupancy.

We went to splitting the shop into 3 groups. No more than 3 tech’s on site at a time. Broke it into 2 shifts. Daily reminders of CDC recommendations on hand washing, separation and wiping of door handles, time card buttons, etc.

Half of the staff is only working a 4-hour shift on Friday. The second half of the staff works the following Friday. Since we went to remote learning (K-12) the campus has been closed. On Fridays we have the half-size crews performing basic maintenance, light grounds work and disinfecting.

Random to prevent repeated contact. Unfortunately we only control one side of the equation.

Alternating days.

Reduced daily staff from 150 to 13.  Rotating days of who comes in.

BYU-Idaho is only allowing essential operations, we also have the grounds crew working to prepare the campus for spring and summer. The employees that are on campus are to keep safe distances from others, wear proper PPE, and only one individual in a vehicle.

All three shifts employees come in get their keys and go to their assigned area. We no longer wait for everyone.

Have them work MWF on site. Tues and Thurs, give them work to do, reading policies, training, etc. at home.

Reduced staff with revised shifts. Staff are assigned specific days of the week to be on site.