Stages of reopening are guided by Provincial recommendations and guidelines, but USask may decide to move more conservatively in some areas to ensure the health and safety of students, faculty and staff.

USask is currently in Stage 3 of reopening.

Introduction

This includes Finance/Human Resources (HR)/Supply Chain/Safety (overall risk assessment).

People and Resources must focus on the people, financial, safety and procurement services the campus will require to support the resumption of on-campus activity. People and Resources staff will be remote whenever possible but will have presence on campus commensurate with service delivery needs.

Goal(s)

  • Collaborate with academic, research, and administrative stakeholders to identify safe, financially responsible and sustainable practices for all reopen activities that ensures an effective distribution of people and resources (on- and off-campus).

  • Ensure an overarching strategy and appropriate longer-term support systems (health and wellness/wellbeing, leadership support) for continued remote working arrangements for a select group of the university workforce.

  • Minimize CoVID-19 exposure and risk for anyone returning to campus.

  • Monitor and model the ongoing financial impacts of CoVID-19 on USask to permit decision-making that supports the ongoing financial and operational sustainability of the institution.

Resources/Supports

To achieve our goals, People and Resources will need to:

  • Understand workforce impacts and provide/implement enabling strategies to support effective on-campus reintegration strategies (of operations/services and associated employees). HR and Finance Strategic Business Advisors (SBAs) are key resources to this work.

  • Develop remote working strategies and longer-term support systems (health and wellness/wellbeing, leadership supports) for a select group of the university workforce. Central HR Specialists and HR SBAs are key resources to this work.

  • Understand the impacts on revenues and costs of our implementation strategy including consideration of both direct costs of the requesting unit and support costs of other units. These financial impacts need to be considered both for individual reopening initiatives and for the cumulative effect of all reopening activities. Funding sources for incremental costs will need to be clearly identified.

  • Ensure support safety resources training, onsite inspections, and fire and life safety systems verifications are in place.

  • Understand provincial and federal funding relief programs available to organizations and individuals and develop strategies that leverage these programs.

Roles and Responsibilities

To provide the logistical framework specific to People and Resources to assist colleges and units in their delivery of the academic mission that aligns with our phased implementation plan.

Key Assumptions

Alignment with the Re-Open Saskatchewan Plan parameters and restrictions. Increased on-campus activity is deemed critical and necessary to support the strategic priorities of the university. Safety protocols and parameters are in place before on-campus activity resumes. Employees are willing and prepared to return and reintegrate in the delivery of on-campus operations/services. Union support exists for the university’s re-open planning and strategy.

Plan/Logistics

  • Sustain and support staff engaged in existing People and Resources services.

  • Enhance remote working protocols and engagement and health and wellness/wellbeing and leadership support strategies.

  • Catalogue current and future supply chain for equipment and labour.

  • Establish and maintain a six-month inventory of PPE.

  • Establish an online ordering and delivery capability for PPE.

  • Coordinate the various stores on campus to work collaboratively to support critical operations and the resumption of on-campus activities, including vetting new suppliers and mitigating shortages of commodities other than PPE.

  • Maintain the full suite of procurement support to campus remotely, primarily through Connection Point, and continue to expand the scope of these services

  • Explore and adopt measures to contain costs and inflation that has accelerated as a result of the CoVID-19 pandemic.

  • Ensure CoVID-19 training is mandatory for all employees returning to campus.

  • Exposure Control Plan tool to facilitate identification and control measures.

  • Support procedures for PPE usage (mask, gloves, gowns, etc. as appropriate), hand washing, hand sanitizer, a Laboratory Safety Pandemic Supplement, and cleaning procedures (see above – Research, Resources/Supports)

  • Continue to track and monitor cost implications related to our pandemic response and recovery.

  • Continue to monitor and adjust/revise workforce strategies and programs to ensure ongoing support to, engagement of and productivity from employees, effective use and cost-management of people resources and continued compliance of collective agreements, legislation and policies.

  • Identify and implement cost-containment initiatives to support the sustainability of resources and the institution.

External Relations /Stakeholders /Partnerships

  • Maintain productive relationships with regulatory agencies and ensure compliance (OHS Regs, PHAC, CNSC, WCB, MWSLR)

  • Maintain effective communications with unions and strategic partners (USFA, CUPE 1975, CLS, SHA, VIDO/InterVac)

  • Maintain effective communication with government partners, including federal, provincial and Indigenous partners and regulators (MAE, Provincial Auditor, Moody’s)