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Welcome to DHFS

Division of Housing and Food Service

|

Division of Student Affairs

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The University of Texas at Austin

Where our staff make a difference!


New Employee Orientation

The goal of the New Employee Orientation is to help you succeed both professionally and personally in the Division of Housing and Food Service at The University of Texas at Austin. Many workplace orientation sessions only focus on orientation basics, or what is sometimes called “the three Ps,” meaning Policies, Procedures and Paperwork. You will need to understand these basics to succeed in your new role, so we’ll cover “the three Ps” in this manual and in your orientation session. We believe it will be equally important to you, as a new employee, to understand the organizational culture that drives our core values and influences decisions and actions within the division. You are now officially a part of that culture, and we want you to understand how you fit into the DHFS family.

In this Manual DHFS Culture and Expectations Policies and Procedures Resources


1

DHFS Culture & Expectations

In this section

About Us........................................................ 5 Diversity and Development.................19 Safety..............................................................27

Wellness........................................................37 Sustainability................................................43 Customer Service......................................49

DHFS Supervisory Staff


Look for these icons throughout the manual:

?

at h w is...

Definitions of terms and explanations of concepts

@

Internet addresses and online information

web

Contact

Contact person for a particular office or area of expertise Crucial policy notes and not-to-be-missed information


“The best part of my job is the employees that I work with.”

“I love being on committees, looking around the room and realizing the great diversity of our team. Not only does this provide that multiple perspectives may be represented, but I am all the more encouraged to speak up and share from my own experiences, education, and perspective.”

Seena Farzaneh, Information Systems “Our Division is all about continuous improvement. We do many things well, but there are always new ideas and new techniques we can test and implement to enhance the positive experience of our residents. We encourage all staff to give us suggestions and share their creative thoughts.” Randy Porter, Director - Facilities

Trey Guinn, Residence Life

“The quality of life is far better than at restaurants and hotels I’ve worked for in the past. On a normal day I put in a hard day of work and then I get to go home, and I also get the holidays off to be with my family.” Justin Yaklin, Food Service

“Isn’t this profession remarkable? We work with outstanding staff in significant and stimulating environments helping young people become successful, contributing citizens. How could I not be excited every day about coming to work?” Floyd Hoelting, Executive Director

The Division of Housing and Food Service (DHFS) is one of 14 areas within the Division of Student Affairs and is responsible for all on-campus residence facilities and the University Apartments. The division operates its own Residence Life, Food Service, Business, Custodial, Maintenance and Information Systems departments, is self-supporting (without state or university funds) and employs over 1,000 full- and part-time staff.

@

web

Division of Housing and Food Service: www.utexas.edu/student/housing

DHFS CULTURE & EXPECTATIONS “I enjoy the training classes. A lot more professional development training than I’ve ever gotten before.” Michael Colom, Food Service

About Us Who We Are and Why We’re Here....................6 DHFS Work Environment and Culture...............7 Residence Hall Living...................................................8 Residential Communities............................................9

Tell us some of the things you like about DHFS...

A Message from the Executive Director..........10 Code of the Road and Expectations.......... 11-12 Organizational Charts....................................... 13-17 DHFS by the Numbers.............................................18


Who We Are and Why We’re Here

All members of the DHFS Team should understand the values and principles that guide our organization. As you learn your new job, think about how your work fits into the overall mission of DHFS and how you can demonstrate and support the ideals on this page. Know that you play a crucial role in helping achieve our goals. our vision

our values

Guided by our values and commitment to support the mission of The University of Texas at Austin, in partnership with the Division of Student Affairs, our vision is to provide first-class housing and food service. We embrace an inclusive, nurturing community where students and staff build dreams and achieve goals. Our purpose is to produce a comprehensive out-of-classroom learning experience that will foster life-long connections.

C Integrity C Understanding our heritage to build inclusive

our mission

positive, caring environment for students, C Aassociates, staff and families

Our mission is to offer an extraordinary living and learning experience while building academic partnerships that will enrich and enable students to thrive.

we are committed to the following as we pursue this mission:

B

Clean and attractive facilities for on-campus residents, students with families and conference participants that are affordable, secure and well maintained

B B

Quality food service that addresses diverse cultural and nutritional needs

B

Programming and shared experiences that facilitate the development of the whole student

B B

Professional enrichment opportunities for staff

B

Partnerships with the colleges that provide out-of-classroom learning experiences for undergraduates in selected disciplines

B

Technology services and products that support student learning and staff work environments

B

Advancement of the student affairs profession in general—and housing in particular—through the support of state, regional and national leadership

communities for the future

customer service for internal and external C Quality customers

highest developmental, service and fiscal C The standards possible

C Pride in the quality of our work for ideas, values and contributions of others C Respect in a diverse workforce

Responsible and accountable fiscal and administrative policies and services that are cost effective

We believe the most important decision students make after selecting an educational institution is choosing a place to live.

Activities and workshops that promote understanding and appreciation of different lifestyles, genders, ethnic groups, religions, cultures and sexual orientation for students and staff

Division of Housing and Food Service Revised January 30, 2012 7:11 PM

Students move into their residence hall in August

Living on campus is the first step to success in a student’s college career.

DHFS Culture and Expectations: About Us

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DHFS Work Environment and Culture

We strive to create a workplace culture that encourages a sense of community and family, and that nurtures individual growth and constant organizational improvement. This culture—the environment in which we spend 40+ hours each week—largely results from the intersection of four key concepts. organizational diversity

At DHFS, Organizational Diversity means an environment in which all members of the team can contribute to their fullest to the success of the organization. Starting at the top, and throughout DHFS, our inclusiveness reflects our belief that every individual deserves to be treated with dignity and respect. Within the framework of the Organizational Diversity Learning Plan, staff explore their own awareness of diversity issues, build knowledge by learning about other cultures, and develop the skills to become Diversity Change Agents.

DHFS Culture

You’ll read more on pages 17-25 about our efforts to build a culture of organizational diversity.

organizational wellness

We believe that a high-level wellness lifestyle makes for a more fun and enjoyable life. In partnership with the Department of Kinesiology and Health Education, our Organizational Wellness Program approaches the concept of wellness from many directions.

learning and engaging organization

These three initiatives succeed because they take place within an organization that values and promotes learning at all levels. Through our various programs, we encourage individual learning and growth. We work to “learn” as an organization too. Staff throughout the division are engaged in the continuous testing of experience. We then work to transform that experience into knowledge that is accessible to the whole organization and is relevant to our core purpose. This allows our organization to grow and adapt. Division of Housing and Food Service Revised January 30, 2012 7:11 PM

Staff exercise rooms and personal trainers make it easier to fit exercise into a busy work week. Our Fitness for the Body and Fitness for the Brain classes help staff learn how to incorporate wellness into their lifestyles. And, the annual Wellness Challenges provide fun, motivation and team-building opportunities. Learn more about our culture of wellness on pages 37-42.

organizational sustainability At DHFS, we “Bleed Orange, but Think Green!” Staff in all facets of our organization work to reduce our carbon footprint. Through our efforts, we learn that the little things can make a big difference.

Our Food Service operation leads the way with local and sustainable foods prominently included in regular menus, composting, recycling and trayless dining. Administrative staff use digital processes whenever possible, to cut back on paper. And, Building Services has adopted low-water-use cleaning methods to keep our halls clean. We all have a part to play in the division’s culture of sustainability. See pages 43-48 to learn more.

DHFS Culture and Expectations: About Us

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More Than a Roof and a Bed

Residence hall living is about much more than a roof overhead and a bed to sleep in. We provide positive living and learning experiences for our residents that support the education and development of the whole student. Student leaders and professional staff in Residence Life work to create a community setting for our residents.

Learning environments and academic partnerships enhance the educational experience of students living on campus.

the complete student experience

The students who live in our halls benefit from a variety of programs and resources designed to complement their in-classroom experience. Research indicates that students who live on campus are more likely to...

Leadership opportunities and on-campus jobs help students learn and practice lifelong skills. Programming combines a healthy dose of fun with activities to help students become critical and wellinformed citizens of the world. Division of Housing and Food Service Revised January 30, 2012 7:11 PM

B B

graduate in 4 years

B

develop interpersonal contacts with faculty and other students

B

develop improved self-confidence and ability to speak in public

B

finish college

achieve a higher GPA in undergraduate and graduate school

...than those who never live on campus. (Sources: Austin, Alexander W. Four Critical Years. San Francisco: Jossey-Bass, 1977. Chickering, Arthur. Commuting Versus Resident Students. San Francisco: Jossey-Bass, 1974.)

DHFS Culture and Expectations: About Us

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Residential Communities

DHFS maintains 14 residence halls on campus and three apartment complexes off campus. We divide the campus into three Areas: Jester Residence Halls (JES), Waller Creek Residence Halls (WCR), and Whitis Residence Halls (WRH). Brackenridge

WCR BHD Prather

158 Beds | Built 1937 Coed

128 Beds | Built 1933 Coed

Creekside

CRH

Roberts

MHD

386 Beds | Built 1939/1956 Coed

San Jacinto

811 Beds | Built 2000 Coed

Division of Housing and Food Service Revised January 30, 2012 7:11 PM

RHD

127 Beds | Built 1936 Coed

190 Beds | Built 1955 All Male

Moore-Hill

PHD

SJH

Andrews

AND

WRH

Duren

ADH

Whitis Court

LLA-LLF

132 Beds | Built 1936 | Coed Honors Residence Halls

572 Beds | Built 2007 | Coed Newest residence hall

197 Beds | Built 1956/1969 Coed | Residential FIG

Blanton

Kinsolving

Jester

BLD

274 Beds | Built 1955 | Coed Honors Residence Halls

735 Beds | Built 1958 All Female

Carothers

Littlefield

CRD

131 Beds | Built 1937 | Coed Honors Residence Halls

152 Beds | Built 1927 Freshman Women

KIN

JES

2986 Beds | Built 1969 | Coed Largest hall on campus

LTD

University Apartments

715 Apts | Three Complexes Graduate and Family living

DHFS Culture and Expectations: About Us

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A message from Dr. Floyd B. Hoelting, Executive Director my leadership and management style

“I believe in leading toward win-win situations”

My style results from studying each situation, myself, my staff, and the dynamics of our interactions. I lead by example, role-modeling professional behavior and expecting the same. The values most important to me as a leader are integrity, commitment, community, communication, loyalty, and constant improvement. I am an inclusive leader and believe in sharing information, power, and opportunities to lead. I don’t need to exercise “leader behavior” all the time. I want to do what is right, in the sense of what is fair and just. I use a participatory management style more than any other style when making decisions and discussing concerns. I emphasize coalition-building in problem-solving. Ongoing dialogue, straight talk, and honest communication is critical for how I get things done. I respect people and enjoy working with them, socializing with them, motivating them, and celebrating successes with them. I follow through on commitments, and I am willing to admit mistakes. have a sincere interest and zeal in doing the job. I am engaging, enthusiastic, and passionate about achieving as a team. Finally, my staff and students see me as a teammate and a caring human being.

Floyd on his leadership and management I style

I also…

b b b

Am faithful and loyal to organization and employees. Get high on team and individual accomplishments. Expect continuous improvement, believing that individually and collectively we can always improve.

b b

Bring a long history of sound fiscal management. Am not intimidated by confrontation or conflict, but will teach civility and conflict resolution.

b b b b

Believe in leading toward win-win situations. Develop staff toward their career goals. Solicit and give clear feedback. Believe in managing diversity throughout the organization. Division of Housing and Food Service Revised January 30, 2012 7:11 PM

b

b

b

b

b

b

b

b

Celebrate often: staff accomplishments, promotions, life passages, Little League victories, and anything else that is important to the community. Believe open proactive communication prevents buried issues from spawning new problems.

b

Listen carefully, speak encouragingly, and reinforce words with actions.

b

Inspire loyalty and confidence by granting independence within team parameters. The resulting productivity is felt throughout the organization and becomes a part of each player in each endeavor, no matter how minute or grand.

b

Manage change before it manages the organization.

Listen to customers, then involve staff in every facet of the organization; empowering them to serve the customers’ needs. Model how to “live light on the land” by respecting the finite nature of all natural resources. Innovate and take initiative, believing that “boldness has genius, power, and magic in it.” {Goethe}

b b

Pursue new information and professional knowledge. Create a climate of staff synergy, in which every member feels integral to the organization’s mission.

b b b

Cheer, facilitate, nurture and model excellence. Project an upbeat, can-do attitude and team spirit. Do not tolerate professional gossip.

Create an organizational culture of diversity, wellness and environmentalism that each staff member is expected to practice. Include all employees as partners in the strategies, goals and successes or failures of the organization. Success is never final and failure is never fatal. Expect every task to be performed professionally and on time. This expectation builds character and excellence throughout the organization.

b b

Salute tradition but do not adulate it. Strive for a minimum of paperwork, committees, meetings, and other organizational inefficiencies. “Habits are first cobwebs then cables.” {Spanish Proverb}

b

Give 110 percent when I take on a new opportunity or challenge.

DHFS Culture and Expectations: About Us

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Code of the Road

How to stay on the right track in DHFS

1

Customer service: Remember who pays your salary. They are not always right, but they always have the right to be heard. Treating our customers with respect will go a long way toward gaining acceptance of an unpopular decision.

8

No upward delegation: Don’t ask your supervisor to do things that you should do yourself.

2

Credibility: If you tell someone what you are going to do or say, then that’s what you are expected to do and say.

9

3

Honesty: Don’t report what you think your supervisor wants to hear. Tell the exact story.

Let managers manage and let supervisors supervise: Don’t get too involved in the day-to-day operations. Let supervisors and staff do the job we hired them to do.

10

4

Ethics: Ask yourself how whatever you are doing would make you look if everyone knew about it. Never make staff feel they should “do as you say, not as you do.” There is no right way to do the wrong thing.

Admit mistakes: Along with delegation will come some mistakes. Admit mistakes and learn from them. Don’t wear your feelings on your sleeve. You will be offered constructive advice. Learn to make the most of it and move on.

11

Take chances: Don’t let the fear of making mistakes reduce your ability to take chances and make changes. “If you always do what you always did, you will always get what you always got.”

12

Agree to disagree: We will not always agree and you will not always agree with your peers, staff or supervisor. Disagreement is healthy in the proper setting. Never tell staff/students that you are doing something that “I don’t agree with, but my supervisor said to do it.”

13

Timely response: You are expected to meet deadlines and respond to issues as fast as possible. If you are going to need something by a certain time or date inform others, with specifics, ahead of time.

5

Confidentiality: If you have confidential information, you should keep it confidential. However, you are required by law to disclose certain information, such as harassment. You should inform staff of this responsibility before they give you confidential information.

6

Communication: With good information people can make good decisions. Keep staff and students informed and in the know. Close the loop on all communication.

7

Delegation: You will delegate many tasks and decisions. In return, you must take responsibility and keep your supervisor informed. A rule-of-thumb is if there is anything your boss could hear about from another source, he/she should hear it from you first.

Division of Housing and Food Service Revised January 30, 2012 7:11 PM

DHFS Culture and Expectations: About Us

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Things you need to know...

Some additional information you will need to know about DHFS culture, expectations and protocol to be successful in your new job:

a a a a a a a

The centerpiece of the DHFS mission is constant improvement. You are expected to be a proactive agent of this process. You are expected to be an agent of organizational diversity. This includes using your position and influence to confront, teach and learn about issues of diversity. Don’t involve yourself in gossip while at work. If you have issues with another staff person talk with that person. Do not talk about that person to someone else. Learn to anticipate and see what needs to be accomplished before someone tells you to do it. You are expected to be a team player by supporting and assisting efforts of co-workers as you/they work to fulfill the mission of the Division of Housing and Food Service. Remember, “We win and lose as a team.” You are expected to communicate across unit lines promoting a friendly community setting within the division. Anyone at any level is welcome and expected to talk with any one at any level.

a a a a a a a a

When unsure about something, you are expected to take the lead, ask questions and then take the initiative in determining and reaching a solution. The Executive Director of DHFS prefers to be called Floyd on all occasions. Don’t refer to managers as the “bosses.”

Exterior, Carothers Residence Hall

Never be late for a meeting. DHFS does not accept whining and negativism; rather you are expected to study situations and present do-able options/solutions. Don’t be alarmed by DHFS supervisors and managers talking with customers and staff in your area. Managers are expected to be physically in and around their areas observing and getting feedback to improve the organization. Residence halls are called “residence halls” and not “dormitories.”

Aquatic Complex outside Moore-Hill Residence Hall

Wellness lifestyles and programs are strongly encouraged for all staff. Remember, students live and eat here. Keep your area attractive and inviting and don’t wait for someone else to pick up trash.

Know that your work in this organization, regardless of what you do, helps students to be successful at The University of Texas at Austin. Entrance, Blanton Residence Hall

Division of Housing and Food Service Revised January 30, 2012 7:11 PM

DHFS Culture and Expectations: About Us

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Organizational Charts

what’s in a name?

You may hear your new colleagues talking about BRP or HCs and wonder what on earth they mean! Here are some of the commonly abbreviated titles and locations in DHFS:

See where you fit into the DHFS team.

?

at whis...

Central Staff

AM - Area Managers. These individuals manage Residence Life operations in one of our three campus Areas: Jester Residence Hall, Whitis DIVISION OF HOUSING AND FOOD SERVICE Residence Halls (WRH) and Waller Creek ResidenceTHE UNIVERSITY OF TEXAS AT AUSTIN Halls (WCR).

?

at whis...

?

Director Administrative Services

?

Director Special Programs Conferences Office Management Programs

RA - Resident Assistants. RAs are live-in

?

at whis...

BRP - Brackenridge, Roberts and Prather.

Three of the Waller Creek Residence Halls that share a common courtyard.

?

at whis...

Randy Porter 475-7288

Full Time Staff Part Time Staff Student Staff TOTAL

146 22 11 179

Division of Housing and Food Service Revised January 30, 2012 7:11 PM

Director Human Resources, PHR Human Resources

Architectural Services Building Services Capital Improvements Environmental Safety Facilities Maintenance

Scott Meyer 475-7288 Director Food Service

Executive Director

Dining Services Nutrition Education Purchasing/Stores Sustainability Full Time Staff

Part Time Staff Temp Agency Student Staff TOTAL

Gloria Allen 232-5695

Rene Rodriguez 232-2780

Director Diversity and Development

Director Food Service, Projects

Organizational Diversity and Development

Hemlata Jhaveri 475-8885

154 120 130 110 514

Cash Control Food Management Systems Special Projects

Director Residence Life

ABC - Andrews, Blanton and Carothers. Three

of the Whitis Area Residence Halls; Honors Housing. These halls, plus Littlefield, surround7/26/2011 a central courtyard, and are called The Quad.

Rianne Brashears 232-2515

Floyd Hoelting 471-8631

Director Residential Facilities

CA - At the University Apartments, CA stands

for Community Advisors, who are student staff fulfilling a role somewhat similar to RAs. In Residence Life, CAs are student Clerical Assistants who work at the front desks of each hall. In the summer, CA can also stand for Conference Assistants, who are live-in student staff working summer conferences.

Accounting/Payroll Housing Reservations Information Services Planning and Marketing Student Computing Vending

Sarah Key 475-8889

student staff in Residence Life. As student leaders, RAs provide support to the residents and contribute to community-building in the halls.

at whis...

Central Staff

32 2 21 55

Laurie Mackey 475-7536

HC - Hall Coordinators. HCs are live-in

professional staff who coordinate Residence FullLife Time Staff 371 Time Staff 275 operations in a single hall or community. (GHCPart refers Student Staff 373 to Graduate Hall Coordinators, who are graduate TOTAL 1,019 students supervising smaller communities.)

at whis...

Full Time Staff Part Time Staff Student Staff TOTAL

Hall Administration Student Development Full Time Staff Part Time Staff Student Staff TOTAL

39 1 231 271

DHFS Culture and Expectations: About Us

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Food Service

Executive Director DHFS FLOYD HOELTING

DIVISION OF HOUSING AND FOOD SERVICE THE UNIVERSITY OF TEXAS AT AUSTIN

Food Service

Director III Food Service SCOTT MEYER

Assistant Director Purchasing

Associate Director Food Service Operations MICHAEL SAWYER

Senior Supervisor Personnel/Catering Joe Leonor

Admin. Associate Judith Riggs Student Assistants (3) Marketing Coordinator Minhthy T Phan (Kathy)

Director II Food Service Projects RENE RODRIGUEZ

Nutritionist/Dietician Lindsay Gaydos

Student Assistants (3) Admin. Assistant Hector Ordaz

Catering Supervisor UTEMPS

Student Manager

TEA(1)

Darla Stewart

Brandy Shih Program Coordinator Environmental Specialist Meagan Jones

Admin. Associate Alex Rapp

Student Assistant (1)

Cashier III Jester Cash Office Valerie Aleman

Asst. Purchasing Mgr. Reba White

Admin Associate - FMS Alma Reynoso

Purchasing Assistant Jessica St. John

Student Associates(3)

Senior Supervisor Jester Warehouse Doug Clary Store Clerk II Robert Watts

UTEMPS Part time (1)

Store Clerk I (2) TEA (2)

Student Associates (7)

Student Assistants (4) Manager I Littlefield Patio Café BEVERLY SUTTON

Executive Sous Chef Corey Smith Supervisor Tom Fuquay Rob Scott Student Manager (1) Student Assistants (5) Cashier II Kerrie Rapp

Manager I Jester Second Floor SARAH DOWNING

Manager I Cypress Bend SHARON McMULLEN

Assistant Manager John Wasserboehr

Assistant Manager Sarah Webb

Exec. Sous Chef Laurin Pelchat Sous Chef Kelly Richardson

Student Managers (5)

Cooks (5)

Cooks (1)

Food Preps (14) Cooks (2)

Building Attendant 1

Food Preps (1) Asst Building Att Leader Building Attendant II 2 Student Managers (2)

1040 Temp (12)

Assistant Manager Jester City Limits Leigh McKinnon

Sous Chef Brian Leveck

Senior Supervisor Jonathan Yeo Charlene Peeler

Lead Food Prep (1)

Cashiers II (1)

Building Attendants (1) Student Assistants (9) TEA (22)

Lead Cooks (1) Cooks (8) Food Preps (16) Lead Baker Baker (2)

*All numbers in parenthesis represent total of full-time, part-time and student workers.

Asst. Manager Jester City Market Dara Chandler

Student Managers (3)

Manager I Kinsolving Dining GREG MOORE

Assistant Manager Jester City Market Matthew Hantelmann

Cashiers II(2) Student Managers (4) Student Assistants (22) 1040 (2)

Supervisor I Alberta Armstrong Robert Blake Kelly Waldron Debbie Munoz

TEA (7)

Student Assistants (7)

Cashiers III (1)

Cooks (6)

Cashiers (7)

Food Preps (14)

Building Attendants (3)

1040 (37)

Store Clerk I

TEA (20)

TEA (22) TEA (8)

Revised 10/4/1011 JL

Exec. Sous Chef Thomas O’Donahue Vacant

Building Attendant

Student Assistants (15) TEA (1)

Manager I Jester City Limits CLAUDIA ASHLOCK

Exec. Sous Chef Justin Yaklin Rudy Bernard

Sous Chef Richard Radbil

Supervisor Ronnie Ruiz Louis Episcopo

Cashier I

Food Preps (8)

Supervisor Patricia Burgess

Manager I Campus Exec. Chef ROBERT MAYBERRY

Asst. Manager Kinsolving Dining Christie Porter Senior Supervisor Libby DeSantiago Chef Ernest Owney Sous Chef Michael Rodriguez Supervisor Paula Diaz

Admin. Associate Lindsey Brock

Asst. Manager Kin’s Market Adam Trabka

Senior Supervisor Richard Downing Student Manager (5) Student Assistants (12) Food Preps (2) TEA (2)

Supervisor Ralph Godson Student Manager (4) Student Assistants (10)

Food Preps (11)

Cooks (7)

Building Attendants (3)

Store Clerk (I)

1040 (22)

Food Preps (11)

TEA (24)


Facilities and University Apartments DIVISION OF HOUSING AND FOOD SERVICE THE UNIVERSITY OF TEXAS AT AUSTIN

Facilities and University Apartments

Executive Director DHFS FLOYD HOELTING Director Residential Facilities RANDY PORTER

Director

Associate Director University Apartments SHERIL SMITH

Sr. Administrative Associate VANESSA COBB

Facilities Maintenance Manager University Apartments RICHARD HESTAND

Administrative Associate DENISE ZUNIGA Student Development Specialist VACANT

Maintenance Supervisor GILBERT ACOSTA

Residential Facilities Operations

RICK EARLY

Associate Director

Project Manager KRISTI KOCH

Occupational and Environmental Safety

LEE WALTERS

Construction Coordinator MARK WEISS

Facilities Maintenance Manager North Zone DON ATES

Facilities Maintenance Manager South Zone CHUY REZA

Facilities Maintenance Manager Security Services RICK O’SAIL

Building Services Manager Jester GAYLEE HORTON

Building Services Manager WCR MIKE FARRELL

Asst Trades Supervisor VACANT

Maintenance Supervisor LARRY ERNST

Asst Trades Supervisor TOM CAMPBELL

Assistant Building Services Supervisor (JW) JORGE CALDERON

Building Services Supervisor FRANCISCO GUZMAN

Building Attendant Leader

Building Attendant Leader (2)

Trades Leader STEVE HARPER

Trades Technicians (5)

Community Advisors (7) Trades Technicians (10) Trades Leader MARC CHANDLER

Trades Leader SERGIO FLORES

Trades Technicians (10)

Maintenance Worker I (4)

Painters (4)

Stores Clerk III ANTHONY WARD

Painters (2)

Area Maintenance (2)

Trades Technicians (11)

Painters (4)

Assistant Building Services Supervisor EVA BARBA Building Attendant Leader (2)

Assistant Building Attendant Leader

Building Attendant II (18)

Building Attendant II (18)

Building Attendant II (15)

Area Maintenance (3) Assistant Building Services Supervisor (JE) DORA MORENO

Assistant Building Services Supervisor BLANCA CRUZ

Building Attendant Leader

Building Attendant Leader (1)

Building Attendant II (13)

DHFS: Revised 10.11 llm

Building Services Manager WRH RICHARD DIXON

Building Attendant II (10)


DIVISION OF HOUSING AND FOOD SERVICE Administrative Services THE UNIVERSITY OF TEXAS AT AUSTIN

Administrative Services

Executive Director DHFS FLOYD HOELTING

Director III Administrative Services LAURIE MACKEY

Associate Director Information Technology Rich Bredahl

Info Tech Manager Paul Ledbetter

Info Tech Coord II John Cassibry

Sr. Systems Developer/Analyst Deni Zwiener Sr. Systems Developer/Analyst Lucinda Morrison

Sr. Systems Developer/Analyst Rees Haley Web Designer John Halaburt 10 Student Staff Computer Lab and Network Support

DHFS: Revised 09.11 llm

Director II Special Programs Sarah Key Administrative Manager Division Office Christina Bomar Manager Special Programs Nicholai E. Fomin Sr. Admin Associate Mark Posey Admin Associate Mikaela Young Admin Associate Solitaire Wilganowski Admin Assistant Dee Dee Scott Admin Assistant Erik Cabrera

Assistant Director Housing Reservations Courtney Howard Program Coordinator Nadine Kelley

Admin Associate Laurie Alvarado Admin Associate Lisa Diaz

Assistant Director Financial Services Heather Pruitt Manager Accounting/Bevo Bucks Lela Williams

Director II Human Resources Rianne Brashears, PHR Senior HR Coordinator Melanie Grice

Admin Associate Accounts Payable Kathy Hutchins

HR Coordinator Arthur Sneed

Admin Associate Accounts Receivable Erica Guerra

HR Assistant III Percy Bedford

Admin Associate Bevo Bucks Danielle Young

Admin Assistant Raul Hidalgo

Part Time Retiree Kathy Whitney

Sr. Admin Associate Payroll Jennifer McClain Part Time Retiree Jan Edgar 2 Student Staff

Sr. Program Coordinator HR Counselor Philemon Brown (20%) 2 Student Staff Record Retention and Mail Supervisor II/ HR Joe Leonor (50%)


Residence Life and Residence Life / Organizational Diversity Organizational Diversity and Development (ODD) and Development

DIVISION OF HOUSING AND FOOD SERVICE THE UNIVERSITY OF TEXAS AT AUSTIN Executive Director DHFS FLOYD HOELTING

Director Residence Life HEMLATA JHAVERI

Director Diversity and Development GLORIA ALLEN

Program Manager

Area Manager

Area Manager

Area Manager

Area Manager

LT Robinson

Coreen Coronado

Brandon Farmer

Edmund Tillett

Bill Murry

Jester Center

Whitis Res. Halls

Waller Creek Res. Halls

Night Operations

Administrative Assistant Emily Nelson

Administrative Associate Dawn Davis 5 Hall Coordinators Alvin Curette – JE Arlin Fernandez – JE Fidel Simmons – JW Gerry Ruffino – JW Kristin McGowan - JW 3 Administrative Assistants Cindy Crawford – JSW William Duval – JSM Charlene Willie – Mail 64 Resident

4 Hall Coordinators Allyson Trochez – KIN Jamillah Stewart – KIN Daniele Martin – ABC Trey Guinn – ADH 2 Assistant Hall Coordinators Gabriela Swider – LTD Maggie Mahoney - WC 2 Administrative Assistants Darla Roberson – KIN Frances Hernandez - ADH

Assistants Two 24-Hour Desks Student Assistants

Mail & Service Center Program Coordinator Student Assistants Night Operations

DHFS: Revised 09/11 RGB

Administrative Assistant Gary Brookshire

Hall Coordinator Night Operations

4 Hall Coordinators Jennifer Nailos – SJH Jonathan Gonzales – SJH Mary Whitehead – BRP Patrick Ross – MH

Night Supervisors

1 Assistant Hall Coordinator Scott Toland - CRH

Lisa Hamilton

51 Resident Assistants

46 Resident Assistants

Three 24-Hour Desk Student Asst

Three 24-Hour Desk Student Asst

Program Coordinator Olga Perez

Student Night Supervisors

Student Rovers Administrative Assistant Allison Cope – SJH

Sr. Program Coordinator/ HR Counselor Philemon Brown


dhfs by the numbers 14 residence halls on campus 7,205 residence hall beds 715 apartments in 3 University Apartments complexes 3.3 million meals prepared and served by Food Service staff each year 1800+ Residence Life programs organized each year 2.3 million square feet of area maintained and cleaned by Facilities and Building Services staff 1,050+ hours of safety training conducted with DHFS staff each year

40% of our operating budget generated by Food Service business 19,000+ student housing

applications handled by Housing Reservations Staff each year

1,075 total DHFS staff: 375 full-time/permanent 300 part-time/temporary 400 student


“I taught the diversity training session ‘Bastards of the Party.’ I wanted to break stereotypes of the Bloods and the Crips. A lot of people don’t know how these gangs started. I wanted to explain the difference between what they were supposed to be and what they turned out to be.” “My favorite training session was Powwow. It was very interesting learning about the Native American cultures.” Laurie Alvarado, Housing Reservations

Percy Bedford, Human Resources “I enjoy the “Read and Discover” series. I got a lot out of the book White Like Me and the discussion about privilege that followed.” Jennifer McClain, Payroll

“La clase de 7 Abitos y las clases acerca de las diferentes culturas para mí son las más interesantes, porque aquí trabajamos muchas nacionalidades.” “The most interesting sessions for me have been The Seven Habits of Highly Effective people and the sessions that talk about the different cultures, because many nationalities (cultures) work here.”

Hilaria Galicia, Building Services

“Providing opportunities to promote awareness and learning is one of the goals of the Organizational Diversity and Development team. Take a chance and expand your mind!” “I was profoundly moved by a presentation about the USA and Mexico borders led by Eduardo Contreras. As in other Expanding Your Horizon sessions, my eyes were opened to the connectedness and complexity of modern life and our obligations to learn more as individuals.” John Halaburt, Information Systems

“I enjoy that we have so many topics on diversity. However, I enjoy the panel discussions the most because you get to share and listen to different views from others.”

-Philemon Brown Philemon Brown

Contact

Organizational Diversity and Development 512-232-2516 philemon@austin.utexas.edu

@

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For additional information on diversity, visit www.utexas.edu/student/housing/diversity

DHFS CULTURE & EXPECTATIONS

Diversity and Development Organizational Diversity & Development........ 20

Lee Walters, Safety

Team Development................................................... 21 Tell us about your favorite diversity training session...

Educational Opportunities...................................... 22 Diversity Education..................................................... 23 Self-Awareness........................................................24-25


DHFS Organizational Diversity and Development

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organizational diversity at whis... An organizational environment in which

everyone can contribute to their fullest to achieve organizational goals.

DHFS Organizational Diversity and Development (ODD) coordinates organizational ­–Dr. R. Roosevelt Thomas diversity, professional development, mediation and facilitated discussions, wellness professional development and customer service for the division. ODD also serves as an internal resource on at h w is... Learning opportunities for both personal diversity-related management issues within DHFS. development and career advancement.

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what we do to make the workplace work for you

F

Conduct classes and workshops open to all division staff throughout the year on a variety of workplace issues.

F

Design, deliver and evaluate customized workshops and retreats for teams, addressing topics such as change management, communication, conflict management, customer service, group facilitation, individual and organizational diversity, leadership, team building, training for non-trainers and workplace harassment.

F

Provide performance consulting, including employee and work group assessments, structured interventions and development of performance improvement plans.

F

Offer referral information about campus, local and regional resources.

residential learning environments

DHFS sponsors several transformative learning environments. These “beyond the classroom” settings stimulate learning via engineered life spaces. Through spaces such as the Gallery of Great Texas Women, the Gallery of Texas Rivers, and the Gallery of Texas Cultures, students learn about the diverse history and community of Texas while passing by, socializing, studying, dining or simply living in our facilities.

DHFS staff library

The DHFS Staff Library, located in the Division Office, room KIN 10, contains books, videotapes, audiotapes, DVDs, magazines, manuals and newsletters addressing a variety of work/life topics, including diversity. Continuous literature reviews are conducted to obtain the most relevant and timely materials available. Division of Housing and Food Service Revised January 30, 2012 7:11 PM

Gallery of Texas Cultures, Jester Residence Hall DHFS Culture and Expectations: Diversity & Development

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Team Development

At DHFS, we place a high priority on the organization’s accomplishments as a team. Everyone has a role to play in making the team successful. team days

hoelting team player award

The Hoelting Team Player Award recognizes division employees whose efforts exemplify unselfish teamwork toward the mission of DHFS and the university. This award recognizes extraordinary team loyalties, efforts and successes of division employees who consistently generate a sense of team in their work groups while working to meet the goals and objectives of their team, the division and the university. Any full- or part-time staff member employed by DHFS is eligible to receive the award once. Recipients are chosen by Executive Director Floyd Hoelting and will be recognized at a division meeting or celebration.

how to be a hoelting team player

• Help other teammates be right—not wrong. • Look for ways to make new ideas work—not for reasons they won’t work. • Find a role to play on the team towards making the team successful. • Help others win and take pride in their victories (say “we,” “us,” and “our,” not “they,” “them,” or “their.”). • Use every opportunity to speak positively about others and about the team. • Maintain a positive mental attitude no matter what the circumstances. • Act with initiative and courage as if it all depends on you. • Do everything with enthusiasm and purpose. • Do not lose faith in the team. Work to improve the team; never give up on the team. • Whatever you want, give it away: power, respect, enthusiasm, compassion, recognition, etc. (This may sound odd, but it works that way).

Division of Housing and Food Service Revised January 30, 2012 7:11 PM

nomination process

Faculty, staff, students, alumni and friends of the university may nominate a division employee for the Hoelting Team Player Award. Letters of nomination should contain the name and current position of the nominee as well as a statement (500 words or less) regarding the manner in which the nominee has worked as a team player contributing to the mission of the division and the university.

Administrative Services, Facilities/Building Services, and Food Service each hold annual Team Days for staff. Team Day includes a mix of fun, team-building and training. Managers in each department develop activities that improve team cohesion, educate staff on important policies and procedures and provide opportunities for personal growth. Staff get the opportunity to spend the day together in a relaxed setting and have a little fun, while learning something new.

Submit applications to: Dr. Floyd Hoelting, Executive Director Division of Housing and Food Service PO Box 7666 Austin, TX 78713 Or e-mail floydh@austin.utexas.edu DHFS Culture and Expectations: Diversity & Development

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Educational Opportunities

DHFS staff have a variety of opportunities for education and professional development. professional development opportunities on campus TXClass — a central training resource for staff. Lists classes provided by various departments on campus, including Human Resource Services (HRS), the Office of Accounting and DHFS. UT Professional Development Center (PDC) Offers a variety of certificate programs, seminars and workshops on professional topics such as project management, accounting, communication and human resource management. CareerSmart — a “Gateway to Professional Development at UT.” Through a partnership among HRS, PDC, and other campus training partners, CareerSmart currently offers a Supervisor/ Manager Certificate Series and other development opportunities.

college coursework

The university has two policies that provide for staff wishing to enroll in college classes:

staff educational benefit (SEB)

The SEB covers the cost of tuition and fees for one UT Austin undergraduate or graduate course (or up to three hours) per spring, fall and summer semester. Full-time employees are eligible for the SEB after having worked full-time for at least twelve continuous months as of the first class day. The coursework does not have to be related to your job. Staff wishing to take advantage of the SEB must apply and be admitted to the university. Contact the Admissions Office directly with any concerns about applying for admission.

@

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Division of Housing and Food Service Revised January 30, 2012 7:11 PM

For more information on the SEB: www.utexas.edu/hr/current/career/seb.html

coursework during the workday

The university permits full-time employees to take college coursework during the workday with prior supervisory approval. You may be required to provide documentation of enrollment in and completion of your course. Under this policy, the “workday” is defined by the specific work schedule of each employee. This policy applies to coursework at any local college or university, including UT Austin, and includes any course of study. Employees approved to take coursework under this policy may be able to count the time in class as work time on your time sheet. Your supervisor will determine if your class time will be counted as work time. If your supervisor is not able to give that approval, you may be asked to adjust your schedule to make up the time needed to attend class.

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Diversity Education

All staff members must complete annual diversity education hours as a part of their Employee Performance Appraisal.

organizational diversity learning plan

The Organizational Diversity Learning Plan (ODLP) provides DHFS staff the opportunity to increase their awareness, knowledge and skills on a wide range of topics through presentations, activities and dialogues. The ODLP model is organized into three areas: self-awareness, knowledge-building and skill development. These areas represent different levels of diversity competency. Each level of competency provides a foundation for the next. The learning plan allows staff to selfidentify their level of comfort and offers opportunities for personal introspection. DHFS ODD offers a variety of workshops, discussions and presentations throughout the year covering a wide range of diversity-related topics. These programs are developed within the ODLP and allow staff to discuss diversity topics in an open environment. There are also diversity education opportunities available outside of those offered by DHFS. Talk to your supervisor or a member of the ODD team for more information about whether a certain activity will count toward your Diversity Education Requirement.

minimum diversity education requirements: Central Management Staff

16 Hours

Supervisors

12 Hours

Asst. Supervisors & Team Leaders

8 Hours

Staff

4 Hours Diversity education hours are counted by the calendar year: from January 1 through December 31.

Division of Housing and Food Service Revised January 30, 2012 7:11 PM

@

web

For the current schedule of Diversity workshops: www.utexas.edu/ student/housing/ calendar To sign up for classes use TXClass: https://utdirect.utexas. edu/txclass/index.WBX

organizational diversity learning outcomes

b cultural differences and commonalities. Employees develop cultural competencies and are able to and work well with members of different b communicate cultural groups and ethnicities. Employees understand and appreciate individual and

b confidence in communicating. Employees gain a better understanding of themselves and b how they see the world. Employees develop meaningful relationships across cultural b groups within and outside the work environment. Employees are able to discuss diversity topics without fear b and intimidation. Employees learn and benefit from their interactions with b each other and elements of their environment. Employees are able to analyze their environment and speak b up for those not represented. Employees develop skills that allow them to become allies b for underrepresented and misrepresented groups. Employees acquire skills in cross-cultural communication are valuable both at work and outside the work b that environment. Employees increase their English-speaking skills and

b situations.

Employees are able to analyze complex diversity issues and

DHFS Culture and Expectations: Diversity & Development

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Self-Awareness

Before you can raise your awareness of others you have to become aware of yourself. One of the steps toward self-awareness is to consider the different “social identities” you may have and the ways these identities influence how you see the world and how you react to situations. social identities

Social identities are based on the physical, social and mental characteristics of individuals. These identities can describe characteristics such as race, gender, national origin or class. When many individuals share an identity, it is considered a social identity group. Social identities are sometimes obvious and sometimes unclear or hidden. They often are self-claimed, but also frequently are ascribed by others. Some identities can be ascribed as well as self-claimed. For example, the government, schools and employers often ask an individual to claim a racial identity group, or they may simply ascribe one to an individual based on visual perception. Other social identities are personally claimed but not often announced or easily visually ascribed, such as sexual orientation, religion or disability status. Adapted from “Voices of Discovery,” Intergroup Relations Center, Arizona State University

?

at whis...

agent groups

Social identity groups that hold unearned privilege in society

Division of Housing and Food Service Revised January 30, 2012 7:11 PM

examples of social identity groups

how do your identities affect you?

race: Asian, Native American, Black, White, Brown, Bi/Multiracial

The exercise on the next page will help you list your various identities. Once you recognize the social identity groups to which you belong, think about how these identities may shape your thinking and behavior.

ethnicity: Irish, Chinese, Puerto Rican, Italian, Mohawk, Jewish, Guatemalan, Lebanese, Latino/a, Hispanic, African-American, Jewish

Your social identities are not good or bad—not any better or worse than someone else’s—but some of your identities will have a powerful influence on how you see the world.

sexual orientation: Bisexual, lesbian, gay,

Try to take a step back and examine how your perceptions and reactions are influenced by your social identities. Someone with different identities might view the same situation in a completely different way. Think about the ways social identity affects your day-to-day interactions.

gender: Transgender, woman, man

heterosexual

religion/affiliation: Hindu, Muslim,

Buddhist, Jewish, Christian, Pagan, Agnostic, Atheist

class: Poor, working class, lower middle class, upper middle class, owning class, ruling class

age: Child, young adult, middle-aged adult, elderly

ability: People with disabilities (cognitive, physical, emotional, etc.), temporarily ablebodied

nations of origin: Guatemala, Bangladesh, Nigeria, Korea, Turkey, Argentina, United States etc.; can include citizen or non-citizen

?

at whis...

target groups

Social identity groups that are disenfranchised and exploited

Residence Life staff meet to plan training for student Resident Assistants (RAs). RA training includes diversity and self-awareness elements.

DHFS Culture and Expectations: Diversity & Development

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Self-Awareness Activity

How do you describe yourself? How do others describe you? Fill in these blanks with some of the identities that make you who you are. You are welcome to use your own language to describe yourself, or you can look on the previous page for some examples of words used to describe social identities. identities that you think about most often:

identities that you think about least often:

identities that have the strongest effect on how you see yourself as a person:

your own identities that you would like to learn more about:

Division of Housing and Food Service Revised January 30, 2012 7:11 PM

DHFS Culture and Expectations: Diversity & Development

25


“The turtle pond, because it is a good place to reflect on things.”

“I drive in early in the morning and the UT Tower always catches my attention, especially when it’s lit up (during graduation and after we win a game). The clock in the tower and the bells also help me keep track of time, because I’m always running around.” Eva Barba, Building Services

William Duval, Residence Life

“The big water fountain close to the stadium. It is a really peaceful spot with the sound of the water and the view of the stadium.” Danielle Young, Bevo Bucks

What is your favorite spot on campus?

“The view from Sid Richardson Hall. Beautiful view of campus.” Laurie Mackey, Associate Director

The Division of Housing and Food Service is committed to providing a campus environment for students, staff and visitors free of unsafe or hazardous conditions. No person shall be required to perform any task under unsafe or hazardous conditions. “We believe in working together as a team at DHFS in reducing accidents. Remember, safety is no accident.” -Lee Walters Lee Walters, Ph.D.

“I really love the LLH courtyard. I sometimes will go and have my lunch out there and sit on the table under that gorgeous old tree. It’s a peaceful, lovely setting.” Christina Bomar, Central Office

“I love the main entrance to campus, with the Littlefield Fountain and the grassy mall. It’s so collegiate.” Heidi Richards, Residence Life

Contact

Associate Director, Occupational and Environmental Safety 512-232-5354

@

web

chieflee@austin.utexas.edu For more information on DHFS Safety: www.utexas.edu/student/housing/safety

DHFS CULTURE & EXPECTATIONS

Safety DHFS Safety ..............................................................28 Workplace Injuries..................................................29 Safe Lifting...................................................................30 Avoiding Slips and Falls........................................31 Hazardous Materials........................................ 32-33 Emergency Preparedness............................ 34-35 Communicable Diseases......................................36


Safety with DHFS

Workplace safety requires a commitment from everyone to follow safety rules and to perform work in the safest manner possible. You are welcome and expected to offer suggestions to improve workplace safety in your area. safety committee

The DHFS Safety Committee consists of sixteen employees on a volunteer basis from Facilities, Building Services and Food Service. Safety Committee members must have a positive attitude on safety, attend monthly meetings and serve a one-year term. Committee members conduct on-site safety inspections in their respective work areas at least quarterly. Members use a checklist system to inspect shops, storage areas, equipment and vehicles. Safety infractions are documented and reported to the appropriate supervisor for action. The Safety Committee also will: safety throughout the d Encourage division and help set safety goals.

d

Review and make recommendations on hazard reports and safety suggestions submitted by employees.

accident reports and d Review make recommendations on actions to prevent future accidents.

recommendations d Make on employee training to be conducted.

Safety Committee members at Texas Safety Summit

Material Safety Data d Update Sheet (MSDS) books as needed. safety posters and update d Rotate safety bulletin boards. minutes for all employees d Publish to review after safety meetings.

Division of Housing and Food Service Revised January 30, 2012 7:11 PM

safety incentives

the DHFS Safety Incentive Program recognizes employees for going “above and beyond” to practice safety and reduce accidents in the workplace. Employees earning safety incentives choose from a variety of small rewards, based upon three levels of participation. These incentives may include tote bags, flashlights, mugs, umbrellas and similar items.

how do you earn incentives?

Most criteria for awarding safety incentives will be evaluated and approved by the Safety Coordinator and/or director. Level One • Positive Safety Observation • On-the-spot acknowledgment of safety acts • Safety Committee membership Level Two • High-priority Hazard Report/Safety Suggestion • Attend two safety discussions in a twelve month period Level Three • Hazard Report/Safety Suggestion significant to life safety and health • Attend four safety discussions in a twelve month period Dhfs Culture and Expectations: Safety

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Workplace Injuries

The information in the Safety section is designed to help prevent on-the-job injuries. Despite our precautions, injuries can still happen at work. Follow these guidelines for dealing with workplace injuries. DHFS employees are covered by Workers’ Compensation Insurance (WCI) for injuries sustained while performing their jobs.

if you are injured:

h

Report all on-the-job injuries to your supervisor immediately, even if you don’t believe you will need medical treatment.

you need medical treatment, your h Ifsupervisor will make an appointment for

you with Health Point, the on-campus occupational health clinic. If you prefer, you can see a health care provider of your choice.

h h

If your injury causes you to miss work time on the day you are injured, you will still be paid for your full shift. Subsequent lost time will be charged to your sick leave or other paid leave. With an approved WCI claim, you may choose to go on leave without pay from the university and be reimbursed through WCI for 70% of your usual gross salary.

you are released to return to work, h When if you have restrictions or limits on what

activities you can do, your supervisor will work with you to find tasks that you can perform within those restrictions or temporarily reassign you to another area. There is a 90 day cap on working under restrictions.

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supervisor responsibilities:

Complete and submit the First Report of Injury form (or tort form) immediately when notified of an incident. Submit injury reports on the same day as the injury. By law DHFS HR must process the paperwork within three days of the injury or we face potential fines for non-compliance. Stay in contact with DHFS HR. Let the HR office know immediately if the employee will need to miss work and also when the employee returns to work. Work with injured employees to accommodate restrictions. Contact DHFS HR if you are not able to find work in your area that the employee can perform under those restrictions.

Report all accidents or injuries to a supervisor so the appropriate paperwork can be completed. Even if the incident seems minor, you should still report it right away.

?

at injury memorandum whis... Also known as a First Report

on-the-job injuries

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of Injury form. Supervisors complete this form any time an employee is injured on the job.

at tort form whis... Used any time a resident,

customer or visitor sustains an injury. This form also addresses personal property damage.

incident investigation

Injuries to DHFS staff may warrant a full investigation when any of these criteria apply: • Injury requires medical attention or results in a fatality. • Incident results in significant property damage ($500+). • Incident was caused by mechanical malfunction or lack of engineering control. • Injury was caused by deliberate intent to inflict harm. • Injury was caused by an animal bite, scratch or exposure. Investigations may also be requested by any of these parties: directors, DHFS Safety Office, HRS-WCI, UT SystemWCI, WCI steering Committee.

Dhfs Culture and Expectations: Safety

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Safe Lifting

Almost every job requires lifting at some point, and lifting can be a major part of your job if you work in Facilities, Building Services or Food Service. This page gives some guidelines to help you avoid back injury during any type of lift. lift safely

Follow these tips every time you lift: Size up the load: Decide if you can handle it alone or if you should get help. Ask for help if you need it: Work as a team to avoid injury from trying to lift too large a load. Check your path: Make sure you have a clear path of travel and note any obstacles or other possible hazards. Don’t risk injury by lifting improperly or trying to handle too heavy a load! Use a cart or a dolly to transport heavy items.

Get a firm footing: Wear well-supporting work shoes and lift with your feet at shoulders’ width apart. Let your leg muscles do the work: Leg muscles are stronger and more durable than back muscles, so always bend at the knees not at the waist.

p

Grip the load firmly: Use work gloves if necessary to get a good grip.

good teamwork

For larger loads requiring two people, follow these additional tips to work safely as a team: a leader in @ Designate advance.

@ Plan the lift together. and lower the load @ Raise in unison with no sudden moves.

with your @ Communicate partner during the entire

p

move.

Work as a team to lift and move large loads.

Keep the load close to your body: Lift and carry the load close to your waist for greater stability. Don’t twist at the waist: Move your feet when you need to change direction; do not twist your upper body.

Adapted from “Lifting Safely, a 5-Minute Safety Training Aid” published by The Texas Department of Insurance, Division of Workers’ Compensation. Division of Housing and Food Service Revised January 30, 2012 7:11 PM

keep in shape

Maintaining your body in good physical condition is also important to prevent back injury when lifting. Poor posture, obesity, lack of exercise and stress can contribute to back injuries. To reduce your risk of back pain, also learn how the back works and how to keep it healthy. Your health care provider can recommend stretching and conditioning exercises you can practice to improve your strength and flexibility.

why follow these tips?

The goal of safe lifting is to maintain your back’s natural posture during the lift. Your back forms three natural curves: at the neck, the middle back, and the lower back. Maintaining these curves in your posture while lifting minimizes pressure on your disks and gives you maximum lifting strength. Repeated incorrect lifting can cause a variety of back problems, from minor back strain caused by overstretched muscles to damaged or “herniated” spinal disks, which can be a serious and painful condition. Proper lifting techniques can help reduce the possibility of back injury.

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Avoiding Slips and Falls

Injuries due to slips and falls make up 13% of all Workers’ Compensation claims, but many slips and falls can be prevented. We all have a responsibility to stay alert as we do our jobs: to avoid creating potentially dangerous situations and to quickly respond to any unsafe conditions we may observe. preventing slips and trips

Even the small things can make a big difference in safety for yourself and others. Keep an eye out to prevent unsafe conditions. wet weather, be sure to wipe your feet on the floor mat N In when you enter a building. mopping, make sure you always mark the wet floor N When with a caution sign and ask passers-by to be careful. alert for deposits of water, food, grease, oil, sawdust, soap N Be and other debris on the floor. Even a small amount can cause someone to slip and fall. If you notice a spill, mark it and report it, or clean it up yourself.

carefully and deliberately and avoid sharp changes in N Walk direction.

N

Look out for tripping hazards. Extension cords, tools, carts and boxes left in the walkway or aisle can all present a danger. Report these items or pick them up yourself.

N Make sure trash ends up in the trash can and not on the floor. focused when walking through the kitchen or shop. N Stay Avoid taking shortcuts; stay in the walkways. use of handrails on stairs and ramps. If you need to N Make carry a heavy or bulky load up or down stairs, ask for help or consider taking the elevator to be safe.

Adapted from “Slips and Falls Prevention, a 5-Minute Safety Training Aid” published by The Texas Department of Insurance, Division of Workers’ Compensation. Division of Housing and Food Service Revised January 30, 2012 7:11 PM

ladders and scaffolding

Falls from ladders or scaffolding can result in serious injury or death. Pay special attention to safety when working from heights. a ladder or scaffolding that is h Choose the correct height so you don’t have to overreach.

sure the ladder or scaffolding h Make is in good condition and assembled according to manufacturer specifications. Check carefully for defects before using.

the ladder’s base one foot away h Keep from the wall for every 4 feet of height.

For example, a 10-foot ladder should be placed 2.5 feet away from the wall.

make sure the ladder or h Always scaffolding is on a firm surface. Never climb

a ladder placed on stock, boxes, crates, machinery or furniture.

h Climb carefully and deliberately to keep your balance. tools and equipment in a pouch or pocket. Don’t climb h Carry a ladder with your hands full. sure working or standing planks on scaffolding h Make are level and clean. Use toe boards to prevent tools—or workers—from falling.

Dhfs Culture and Expectations: Safety

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Hazardous Materials

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at hazardous chemical whis... Any chemical or compound

?

that is known to cause a health or physical hazard

If you work with hazardous chemicals in your job, your training will include proper safety protocol for use and disposal of these products. Read labels carefully and talk to your supervisor if you have any questions about the chemicals you use. Your supervisor will also show you where the Material Safety Data Sheets are located in your work area.

at OSHA whis... The Occupational Safety

and Health Administration (OSHA) is the main federal agency charged with the enforcement of safety and health legislation.

hazard communication (HAZCOM)

The Texas Hazard Communication Act (revised in 1993) requires public employers to provide employees with specific information on the hazards of chemicals to which they may be exposed in the workplace. The purpose of hazard communication is to ensure that the hazards of all chemicals produced or imported are evaluated and that information concerning their hazards is understood by the employees. This is communicated by hazard communication programs including labeling and other forms of warning, Material Safety Data Sheets (MSDSs) and employee training.

material safety data sheets (MSDSs)

MSDSs can be a valuable source of information on the hazardous properties of chemicals. The OSHA Hazard Communication Standard requires that manufacturers supply an MSDS with each chemical purchased. The standard also requires that MSDSs are maintained in the workplace for each hazardous chemical in use. MSDSs can vary in format and somewhat in content (some manufacturers produce more helpful MSDSs than others), but all are required to contain at least the information listed below: chemical and common name(s) of all N The ingredients that have been determined to be

health hazards and that comprise 1% or more of the product (0.1% for carcinogens)

N

Physical and chemical characteristics of the hazardous chemical, including boiling and melting points and solubility in water

hazards of the chemical, including the N Physical potential for fire, explosion and reactivity primary route(s) of entry when exposed to N The the chemical (skin, inhalation, ingestion) hazards of the chemical, including N Health signs and symptoms of exposure; medical

conditions generally aggravated by exposure

N Emergency and first aid procedures for safe handling and use, N Precautions including precautions for storage, cleanup and disposal

Division of Housing and Food Service Revised January 30, 2012 7:11 PM

measures such as respiratory N Control protection and other protective equipment or work/hygienic practices

OSHA permissible exposure limit (PEL), N The the threshold limit value (TLV) as established

by the American Conference of Governmental Industrial Hygienists (ACGIH), and any other exposure limit used and recommended

the hazardous chemical is listed in the N Whether National Toxicology Program (NTP) Annual Report on Carcinogens or has been found to be a carcinogen in the International Agency for Research on Cancer (IARC) Monographs, or by OSHA

name, address and telephone number of N The the chemical manufacturer or other responsible party who can provide additional information on the hazardous chemical and appropriate emergency procedures

N The date of preparation of the MSDS Dhfs Culture and Expectations: Safety

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Hazardous Materials Continued

Always follow proper safety protocol for labeling and disposing of the chemicals you use in your job. hazardous waste disposal

Disposing of chemical waste can present health, safety and environmental risks. Individuals who work with chemicals are expected to follow proper procedure for disposal. UT Environmental Health and Safety (EHS) is in charge of the disposal of chemical, biological and radioactive waste on campus. In accordance with the university’s Procedures for Disposal of Hazardous Waste, EHS removes regulated or potentially regulated chemical waste from university facilities. The types of wastes collected include laboratory reagents, spent solvents, batteries and used oil. Work with your supervisor to determine if a particular chemical is considered hazardous and must go through EHS for disposal. Make sure to follow the requirements set by EHS to properly package and label hazardous waste for disposal and to request a chemical waste pick-up.

blood-borne pathogens

The Environmental Protection Agency has stated, “all bodily fluids are considered potentially infectious.” Employees whose job duties may put them in contact with blood-borne pathogens will receive initial training and proper protective equipment. Even with training, DHFS staff should not clean up a blood spill that would require more than a paper towel to clean. For a larger spill, notify UT EHS at 471-3511.

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For more information on hazardous waste disposal through EHS: http://www.utexas.edu/safety/ehs/disposal/

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labeling requirements

The Texas Hazard Communication Act and the OSHA Hazard Communication Standard requires that all hazardous materials be properly labeled.

primary (original) container

Labels must appear on the container itself, the batch ticket, the placard or the process sheets. Normally the original manufacturer’s label in good condition will satisfy this requirement.

secondary container

When a chemical is transferred from its original container into another container for other than immediate use, this is called a secondary container. Secondary containers should also be labeled properly.

labels should contain:

N N

The chemical name as it appears on the MSDS A warning statement, message or symbol describing the pertinent physical and health hazards, including the organs that would be affected by exposure

N

Primary container labels must also include the manufacturer’s name and address.

N

Many manufacturers also include a statement describing safe handling procedures.

limited exception to labeling requirement

Hazardous chemicals in portable containers that are for the immediate use (same work shift) of the employee who transferred the chemical from a properly labeled container do not require labels. There is no other exception to this rule.

label key words

As you read labels, you will see key words, which signal that you should take extra care when handling a particular hazardous material. These key words include:

DANGER CAUTION WARNING MODERATE RISK SERIOUS RISK MAJOR RISK For example, the key word DANGER means: equipment and/ + Protective or clothing is required before use.

can result in + Misuse immediate harm, long-term effects or death.

chemical may be toxic, + The corrosive or flammable.

Dhfs Culture and Expectations: Safety

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Emergency Preparedness

Part of staying safe involves knowing what to do in an emergency situation. This is known as emergency preparedness. The university has a variety of resources to help keep the campus community safe during any situation. emergency preparedness

The Office of Campus Safety and Security has a comprehensive Emergency Management Plan that includes policies and procedures that can be applied to any type of emergency or disaster. DHFS also has protocols in place to address emergency preparedness specific to a residence hall environment and to ensure the safety of our residents and staff.

communication is key

In case of an emergency affecting campus, the university and DHFS will employ a wide range of communication tactics to alert staff, faculty, students and visitors. These methods include: • Emergency web pages contain up-to-date emergency information. • Outdoor warning system (siren/PA) gives instructions on shelter-in-place commands. • Group e-mail sends mass e-mail notification of emergency situations. • Fire panel system provides voice, visual and alarm for fire and other emergencies. • Voice mail leaves a message on all staff and faculty phones. • Text messaging disseminates information directly to the cell phone of subscribers.

@

web

To subscribe to Campus Text Alert: https://utdirect.utexas.edu/apps/csas/text/main

Many areas in DHFS are secured by card access for the safety of our residents. Staff are given access to the areas they need for their job. Residents and staff should always swipe an ID for entry and should not allow anyone to follow them through the door. If a threat on campus is identified, buildings can be locked down remotely. Division of Housing and Food Service Revised January 30, 2012 7:11 PM

behavior concerns advice line (BCAL)

The Behavior Concerns Advice Line provides a central resource for UT Austin staff, faculty and students to discuss their concerns about another individual’s behavior. Trained staff members will assist the caller in exploring available options and strategies to address each particular situation, and will ensure the proper authorities are informed if there is a potential danger to campus.

why call BCAL?

Call BCAL if you are concerned about someone and want to help. Callers may remain anonymous if they choose. Cases that present an immediate threat to self, others or property should be considered an emergency and should be directed to the University of Texas Police Department by calling 911. These are some examples of situations in which members of the university community might need advice: staff member may be unsure of the appropriate protocol after hearing ? Arumors about potentially volatile comments made by another employee. student may be concerned that she hasn’t seen or heard from her ? Aroommate in over a week. staff member notices that a co-worker has been yelling at people and ? Aseems angry all the time. employee may notice that a co-worker’s behavior is unpredictable ? An and not the usual for this person: the co-worker begins showing up

late, seems to have stopped caring about his appearance, doesn’t always make sense in conversations. The employee is concerned and doesn’t want the co-worker to lose his job.

BCAL is a partnership among the Office of the Dean of Students, the Counseling and Mental Health Center (CMHC), the Employee Assistance Program (EAP) and the University of Texas Police Department (UTPD). BCAL: 512-232-5050 24 hours a day, 7 days a week, 365 days a year Dhfs Culture and Expectations: Safety

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Emergency Preparedness Continued

Familiarize yourself with the protocol for responding to different types of emergency situations on campus. When in doubt about how to respond, ask your supervisor for guidance.

REM

ER EMB

D N A Y STA E V I L A

LOCKDOWN!

The directive “Lockdown” is used to protect occupants in proximity of an immediate threat by limiting access to buildings and rooms. For a lockdown situation, if the threat is inside your building, follow the 5 OUTS (see left).

for bad weather

for violent threat IN your building

1

1

Shelter in place:

2

Get Low BAD WEATHER GoFOR to the lowest level of the building, if possible. Shelter in Place:

1

3

2

1 3 2

4 3

4

5

GET Out FORout VIOLENT THREAT IN YOUR Get of the facility, if possible.

BUILDING

Follow the 5 OUTS for Lockdown: CALL Out GET Use mobileOut phone to call 911 or 471-4441. Get out of the facility, if possible. the building, if possible. KEEPCALL Out Out Go to Interior Do not lock exterior doors. Close, lock and Avoid Windows Use mobile phone to call 911 or Stay away fromand the 471-4441. Go to interior rooms barricade interior doors if posible. windows. hallways. KEEP Out HIDEDo Out Go to Interior not lock exterior doors. Close, lock, to interior rooms and barricade interior doors, if Turn off ProtectGo Yourself Seek and shelter in nearest secured place. hallways. Use your arms to protect your lightspossible. and any devices indicating that the room neck and head in a “drop and Protect Yourself HIDE Out is occupied. Keep out of the line of sight. BE Use arms to protect Seek in nearest secured tuck” position. QUIET. Doshelter not respond to anyone atplace. the door. head and neck in a Turn off lights and any devices and tuck” that the room is occupied. Keep in“drop the Know TAKEindicating Out position. Keep out of the line of sight. BE QUIET. Monitor emergency Only Do as anot last resort. to Use anything available respond anyone at the door. to Keep in the communications for Know specific distract or disable the suspect. TAKE Out Monitor emergency instructions. Last resort. Use anything to distract or communications for From the Office of Campus Safety and Security disable the suspect. specific instructions: Get Low Avoid Windows Go the the lowest level of Stay awayto from windows.

3 2 4

Follow the 5 OUTS for Lockdown:

4

5

5

Divisionwww.utexas.edu/emergency of Housing and Food Service Revised January 30, 2012 7:11 PM

5

If the threat is outside your building: 1. If safe, lock any nonelectronic doors in your area. 2. If safe, leave a person at the door to let nonthreatening individuals in. 3. Close and lock interior doors, and barricade doors if possible. 4. Follow steps 4, “HIDE Out,” and 2, “CALL Out,” (see left). During an emergency situation, high mobile phone volume may interfere with emergency communications. Limit mobile phone use for contact with emergency personnel only.

If there is a violent or potentially violent person in your building or area, DO NOT CONFRONT THE PERSON UNLESS THERE IS NO OTHER OPTION TO SAVE YOUR LIFE.

shelter-in-place or evacuate?

Campus emergency communications will indicate whether an emergency situation requires a “shelter-in-place” or “evacuate” response. If you are not sure what to do, your supervisor can advise you. Shelter-in-place essentially means to take cover in a building. Where exactly to take shelter will vary for weather or non-weather emergencies. Remember 5 (see left) and ask your supervisor for guidance. If instructed to evacuate the building, proceed to the nearest emergency exit and congregate at a designated evacuation point away from the building (ask your supervisor or follow the crowd). Remain outside the building until authorized personnel give the all-clear.

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Communicable Diseases

Protecting yourself against the flu and other communicable diseases starts with good health and hygiene habits. Taking care of yourself is especially important when you interact with a lot of people and work where many students live and eat. the flu

Influenza, or the flu, is a contagious disease that is caused by a virus. It attacks the respiratory tract (nose, throat and lungs) in humans. Symptoms usually come on suddenly and can include: • fever • headache • extreme fatigue

• dry cough • nasal congestion • body aches

contagion

Symptoms start 1-4 days after the virus enters your body. You can spread the flu virus to others starting one day before you begin to feel sick. Adults can continue to pass the flu virus to others for another 3-7 days after symptoms start (children can pass the virus even longer).

treatment

Since a virus causes influenza, antibiotics don’t work to cure it (antibiotics fight bacterial infections). In fact, unnecessary use of antibiotics can be bad for the entire population by promoting the growth of antibiotic-resistant organisms, which makes it more difficult to treat infection. To relieve symptoms of the flu: • Stay at home and rest. • Drink plenty of fluids. • Take over-the-counter remedies for fever, pain, cough and congestion. • Your doctor may prescribe an antiviral medication. Division of Housing and Food Service Revised January 30, 2012 7:11 PM

limit exposure to illness and the spread of disease Wash your hands frequently.

Cover your mouth and nose with a tissue, or cough and sneeze into your sleeve or elbow. Don’t go to work when you have a fever or any other symptom of a communicable disease. Limit your contact with other people. Use alcohol-based hand sanitizer to limit your exposure to disease after touching door knobs, shopping cart handles, rest room facilities and other places where there is a lot of public contact with surfaces. Keep your hands away from your mouth and nose. Make sure everyone in the family has their own toothbrush, toothpaste and cup. Avoid shaking hands with other people.

take care of your health

Get seven to eight hours of sleep each night. Eat a nutritious diet, including at least five servings of fruits and vegetables each day. Exercise regularly. Limit your use of alcohol and tobacco. Consider using natural remedies like a multivitamin, vitamin C and zinc to boost your immune system. Adapted from “Flu/Influenza, a 5-Minute Safety Training Aid” published by The Texas Department of Insurance, Division of Workers’ Compensation.

wash your hands! I Before, during and after food preparation

I After using the bathroom I After touching your face I After sneezing or

coughing into your hands

I After handling money I After handling animals I Before and after you eat

hand-washing 101 Soap and water: 1. Wet your hands with warm running water and apply soap. 2. Rub your hands together to make a lather and scrub all surfaces: palms, between fingers, back of hands, fingernails, etc. 3. Continue rubbing hands together for at least 20 seconds (the time it takes to sing “Happy Birthday” twice). 4. Rinse your hands well under running water. 5. Dry your hands (you can use your paper towel to turn off the faucet). When soap and water is unavailable: 1. Apply alcohol-based hand sanitizer to the palm of one hand. 2. Rub hands together and rub the sanitizer on all surfaces of your hands and fingers until dry. Dhfs Culture and Expectations: Safety

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“Es el programa #1 de este departamento. En lo personal yo eh perdido peso y me mantengo activa. Mucha gente que nunca hacia ejercicio, ahora ha sido motivada.” “Muy importante, he aprendido como cuidar de mi salud.” “Very important…I’ve learned how to take care of my health.“

“This is the #1 program in this department. Personally, I lost weight and I stay active. Many employees who never exercised in the past are now motivated to do so.”

Juventina Rivera, Building Services “I train; therefore I am!“ Raul Hidalgo, Human Resources

Tell us about the DHFS Wellness Program...

Hilaria Galicia, Building Services “Having a workout facility on-site has made exercising more accessible, achievable and affordable!” Arthur Sneed, Human Resources

“The DHFS wellness program is the greatest resource that we can offer staff, because your health really is your wealth.”

The goal of the DHFS Wellness Initiative is to improve individual and organizational health through the sharing of information and education to promote a healthier lifestyle in our employees, increase awareness of health risk factors, and explore how culture can affect healthy behaviors. “Fitness for the Body. Fitness for the Brain.”

Gloria Allen, Assistant Director

Wellness Team dhfs.wellness@gmail.com

Contact

“The whole wellness vision that our division has is awesome! For me the healthy eating classes, the personal training sessions and the bootcamp have been a huge motivator! Doing the bootcamp with my co-workers has given me the chance to get a good workout early in the day and it’s a great way to work together with DHFS employees outside my area. “ Danielle Young, Bevo Bucks

@

web

Philemon Brown 512-232-2516 philemon@austin.utexas.edu For more information on DHFS wellness initiatives: www.utexas.edu/student/housing/wellness

DHFS CULTURE & EXPECTATIONS

Wellness Wellness Program & Resources..................38-39 Managing Stress....................................................... 40 Conflict Resolution............................................41-42 Wellness Wednesdays.......................................... 42


Wellness Program

wellness team

The DHFS Wellness Program is made possible through a partnership with faculty and students in the Department of Kinesiology and Health Education. Under the leadership of Dr. Mary Steinhardt and Dr. Dixie Stanforth, the DHFS Wellness Team coordinates an array of wellness opportunities.

wellness challenges

Team and individual competitions for exercise, healthy eating and weight loss goals provide an opportunity for staff to improve their wellness, record their accomplishments and win awards of recognition.

The DHFS Wellness Program offers a variety of activities designed to improve the health and well-being of employees and to educate staff on the benefits of a physically active and healthy lifestyle.

wellness opportunities and benefits offered to DHFS employees wellness classes

exercise rooms

Each semester, the Wellness Team offers a variety of Fitness for your Body and Fitness for your Brain classes. These classes give you the opportunity to learn more about physical fitness and nutrition, mental or emotional fitness and financial fitness. Classes cover topics such as healthy cooking, exercise techniques and stress management. Staff can enroll in these classes through TXClass.

Located in Kinsolving and Jester, exercise rooms are free for staff to use during lunch or before and after work.

personal trainers

Staff can make appointments with a personal trainer to develop a workout routine, to learn how to properly use fitness room equipment, or for advice on working toward personal fitness and health goals.

health screenings

Offered during wellness classes; may include screening for glucose, blood pressure and body composition. Division of Housing and Food Service Revised January 30, 2012 7:11 PM

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Wellness: Additional Resources Employee Assistance Program (EAP)

The EAP provides help with personal or workrelated issues that may be interfering with your quality of life or work performance. The EAP assists with concerns such as: v Emotional and/or

Psychological v Anxiety & Depression v Substance Abuse v Grief & Loss v Relationship Violence v Communication Problems

v Relationships & Family v Parenting v Job Stress & Burnout v Health-Related Issues v Caregiver Support v Stress v Career Issues

confidentiality

The EAP protects the privacy of your contact with their office. Confidentiality is regulated by state and federal laws as well as professional licensing boards. EAP staff will not disclose the fact that you have consulted with them, the dates of your visits or the content of your discussions. Even if your supervisor recommended that you contact the EAP, counselors cannot disclose the information without your signed authorization, except in certain strictly defined situations. EAP confidential mental health files are not part of your HR personnel file.

healthy suggestions

Healthy Suggestions are provided in DHFS dining facilities to serve as a model for well-balanced meals. Look for Healthy Suggestions in Kinsolving, Jester 2nd Floor and Jester City Limits each week. Healthy Suggestions provide 1800 to 2100 calories per day, with 30% or fewer of the calories coming from fat. Many people’s caloric needs fall within this range, and the new food label uses 2000 calories per day as a reference standard. The American Heart Association recommends that 30% or fewer of total daily calories come from fat to reduce the risk of heart disease. Healthy Suggestions follow the guidelines of the Food Guide Pyramid by providing at least the minimum number of recommended servings from each group per day. Healthy Suggestions provide a minimum of two entrees, six servings from the bread, cereal, rice and pasta group (may be contained in entree), three servings of vegetables (may be contained in entree), two fruit servings, three dairy servings and occasional desserts.

Building Services staff work out on the cardio equipment in the Jester exercise room during lunch.

EAP services are a benefit of your university employment. There is no additional cost to you. Family members covered on your insurance are also eligible for EAP services.

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Managing Stress

A key component of a wellness lifestyle involves finding healthy and constructive ways to handle the day-to-day stress we all encounter.

10 tips for reducing stress:

1

Learn to plan and prioritize. Disorganization can breed stress. Having too many projects going simultaneously often leads to confusion, forgetfulness and the sense that uncompleted projects are hanging over your head. When possible, take on projects one at a time and work on each one until it is completed.

2

Recognize and accept your limits. Most of us set unreasonable and unachievable goals for ourselves. We can never be perfect, so we often have a sense of failure or inadequacy no matter how well we perform. Set achievable goals for yourself.

3

Learn to play. You occasionally need to escape from the pressures of life and have fun. Find pastimes that are absorbing and enjoyable to you regardless of your level of ability.

4

Learn to tolerate and forgive. Intolerance of others leads to frustration and anger. Make an attempt to really understand the way other people feel and you will become more accepting of them.

5

Learn a systematic, drug-free method of relaxing. You can learn meditation, yoga, autogenic training or progressive relaxation from various accredited teachers and licensed psychotherapists.

6

Be a positive person. Avoid criticizing others. Learn to praise the things you like in others. Focus upon the good qualities of those around you.

7

Avoid unnecessary competition. Sometimes competition is appropriate and healthy. However, too much concern with winning in too many areas of life can create excessive tension and anxiety and can make us unnecessarily aggressive.

Building Services staff participate in a class on stress management.

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8

Get regular physical exercise. Choose an exercise program that you really enjoy, rather than something you have to force yourself to do, and you will be more likely to stick with it. [Check with your physician before beginning any exercise program.]

9

Talk out your troubles. Expressing your bottled-up tension to a sympathetic ear can be incredibly helpful. Find a friend, a member of the clergy, a counselor or a psychotherapist you can trust.

10

Change your thinking. Our outlook or philosophy of life influences how we feel emotionally and how we handle stress. Changing your beliefs is a difficult and painstaking process. Start by critically examining ways that your attitudes about the world around you may be affecting your reactions to stressful situations.

Blood pressure screening at a DHFS health fair. Too much stress can raise your blood pressure and may make you more susceptible to illness.

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Conflict Resolution

We all have different ways of looking at the world, and it is perfectly normal if we don’t always agree with one another. Conflict in the workplace can be healthy, when managed appropriately. managing conflict

Conflict is not inherently bad; it can be an opportunity for positive growth. However, if conflict in the workplace is not handled in a positive way, it can have a negative impact on performance and wellness, both for the individual and for the team.

avoiding

The conflict is not addressed. Neither individual’s concerns are met. Avoiding creates a “no-win” situation.

compromising

X

accommodating

An individual neglects his or her own concerns to satisfy the concerns of the other person; there is an element of self-sacrifice in this mode. Only one side wins.

competing

An individual pursues his or her own concerns at the other person’s expense. One side wins, but the other side always loses.

The individuals look for some expedient, mutually acceptable solution that partially satisfies both parties. This might unassertive mean splitting the difference, exchanging concessions or seeking a quick middle ground. Both sides win a little and lose a little.

Managing conflict may be uncomfortable and challenging, but ignoring an issue can lead to a much more unpleasant situation. You have many resources available on campus to help you manage conflict constructively. You can work with the DHFS HR Manager or ODD Counselor, or you can visit the EAP, the Staff Ombuds, or the Conflict Management and Dispute Resolution Office.

X

uncooperative

Managing conflict constructively allows a group of individuals to work together as a team.

conflict modes

The chart to the left describes various modes for dealing with conflict.

assertive

collaborating

Individuals attempt to work with each other to find a solution that fully satisfies the concerns of both parties. It requires digging into an issue to identify the underlying concerns of the two individuals and to find an cooperative alternative that meets both sets of concerns. Collaborating creates a “win-win” situation.

P

Adapted from Thomas, K. W. & Kilmann, R. H., Thomas-Kilmann Conflict MODE instrument. Tuxedo, NY: Xiacom 1974.

Division of Housing and Food Service Revised January 30, 2012 7:11 PM

Healthy conflict management requires individuals to be both cooperative and assertive. This means that both parties are willing to work together, and that they both stand up for their own needs and concerns while being respectful of the other side’s views. Collaborating is both highly cooperative and assertive, and generally produces the most positive results for everyone. When a team works to resolve a conflict through collaborating, first they look at the issue deeply enough to find out what each party really needs to be satisfied with the outcome. Then they work together to develop a solution that works equally well for everyone. The end result may not be what either party imagined going into the process, but the solution satisfies everyone’s concerns.

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Conflict Cont.

Respectful communication is critical when working through a conflict. disagreeing diplomatically

A conflict can trigger strong emotions. Everyone involved has a stake in the solution and a need to express their concerns. These communication tips will help you demonstrate respect for the other party in a conflict and will encourage constructive dialogue.

wellness wednesdays

At DHFS we love to celebrate our victories­— whether large or small. Staff who participate in our wellness program receive a blue DHFS Wellness T-shirt. On Wednesdays, staff can wear these shirts to celebrate wellness successes and to remind us all that wellness is a lifestyle. Making healthy choices every day soon turns into a habit!

Listen to the other person’s concerns, and then restate his or her position in your own words. something like, “If I understand your point, you’re ^ Say saying that....” This lets the other person know that you understand his or her position and provides an opportunity for further dialog if you have misunderstood. Try to see the situation from the other person’s perspective. “I see why you would be concerned ^ Say about...,” or, “I appreciate/respect/ understand your point that....”

This shows the other person that you value and respect his or her views, even if you disagree. State your position or opinion in a way that focuses on your needs without pointing fingers at the other person. “I feel...,” “I believe...,” or “I need....” ^ Say This keeps the conversation from sounding like a personal attack.

Adapted from Texas Center for Women’s Business Enterprise, Austin, TX, 8/97

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“We do different kinds of recycling behind the desk. I recycle stuff not picked up by students, convert flyers into scratch paper...Little things make the biggest difference. ” Bobby Jenkins, Residence Life

“We make sure that we are giving back to the community and environment. In the past, every receipt was thrown away, now we recycle it and give it back to the environment. We do the same with cups and utensils, we’ve gone green!” Shelton Smith, Food Service

“I really appreciate the fact that sustainability is a facet of the Environments for Learning initiatives of the division. By participating and modeling responsible habits in the workplace through my own recycling and conservation efforts, I am also tacitly influencing the behavior of the next generation of citizen leaders who live in our halls and eat in our dining rooms.” John Halaburt, Information Systems

“We seek to engage our staff in all stages of our environmental initiatives program through our division-wide Green Team, Tuesday Green Days and other avenues. You are encouraged to contribute to these initiatives, suggest areas of improvement and provide feedback as we work together to build a more sustainable division.” -Meagan Jones Meagan Jones

Contact

Environmental Specialist 512-232-5605 mjones@austin.utexas.edu

“A mí en lo personal, eh aprendido mucho acerca de reciclar y acerca de ahorra electricidad.” Personally, I’ve learned a lot about recycling and about saving electricity.

Karina Rodriguez, Building Services

“I now keep my own vessel in my office at all times! It not only saves me money on refills, especially water, but I did not know how detrimental all those plastic bottles are for the environment!” Rianne Brashears, Human Resources

@

web

For more information on sustainability at DHFS: www.utexas.edu/student/housing/environment

DHFS CULTURE & EXPECTATIONS

Sustainability DHFS Sustainability............................................... 44

How has the division’s view on sustainability affected you?

Reduce, Reuse and Recycle.............................. 45 Sustainability Highlights............................... 46-47 Green Tuesdays..................................................... 48


?

at sustainability? whis... Societal efforts that meet the

needs of present users without compromising the ability of future generations to meet their own needs. Sustainability presumes that the planet’s resources are finite and should be used conservatively, wisely and equitably.

Sustainability

The Division of Housing and Food Service bleeds orange but thinks green! We are committed to supporting eco-friendly initiatives at all DHFS locations on campus. Together with student leaders, our staff is actively searching for ways to limit waste and promote sustainability. mission statement

DHFS seeks to foster a living and learning experience of environmental stewardship and sustainability awareness. We shall make every effort to develop students and staff who are engaged citizens of the world by increasing their understanding of sustainable living practices and underlining how these practices affect the world around them. We seek to implement policies and procedures that decrease the organization’s ecological footprint and make sustainability awareness and practices guiding principles.

BYOV (bring your own vessel)

Drinking from a reusable mug or bottle is one small way to decrease your ecological footprint. DHFS staff are encouraged to use refillable drinking containers whenever possible. Our retail operations sell reusable mugs and bottles, with specially priced refills. DHFS has also enacted the Bottled and Canned Beverage Policy, which saves thousands of bottles and cans per year. The policy reads: In support of the university commitment to sustainability, beverages purchased from Division of Housing and Food Service (DHFS) funds for DHFS-sponsored meetings, programs and events are served from bulk containers such as 1- to 5-gallon air voids. Residence hall meeting and event participants are expected to provide their own drinking vessels. Beverages in individual containers, such as bottled water, bottled juices and cans of soda, are not provided from DHFS funds. Individuals are permitted to bring their own beverages. Division of Housing and Food Service Revised January 30, 2012 7:11 PM

DHFS Green Team

The DHFS Green Team consists of representatives from all areas of the DHFS community and includes both staff and students. Green Team members meet monthly with DHFS Environmental Specialist Meagan Jones to create and maintain an active interest in being “green” and to help improve staff awareness and understanding of environmental initiatives. The Green Team works to move environmental initiatives forward in the Division of Housing and Food Service and build strong communication links within our organization. The Green Team is dedicated to promoting sustainability and acting in accord with the environmental mission of the Division of Student Affairs and the university as a whole.

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*DHFS also recycles batteries, ink and toner cartridges, fluorescent light bulbs, and electronics. Ask your supervisor about the collection points near your work area.

Reduce, Reuse and Recycle

In all areas of DHFS, we look for ways to reduce the energy we use and the waste we produce, to choose reusable and durable items over single-use products, and to recycle as much as we can. When single-use items are required, we choose recycled and biodegradable products where possible.

recycling with DHFS

In an effort to be better stewards of our environment, students and staff are encouraged to recycle paper, plastic and aluminum & steel cans right in their own rooms and work areas. Single-stream recycling makes it even easier to pitch in.

energy, lighting and water

Energy-efficient fluorescent light bulbs have replaced incandescent light bulbs in DHFS residence halls, offices and dining locations. Energy Star washing machines in residence halls use 42% less energy and significantly less water than conventional models. Vending machines now use 50% less electricity by making use of a different type of compressor and by turning off the lights in the machine.

Watch out for these nonrecyclable items.

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Nonrecyclable items tossed in the recycle bins can contaminate the entire bag. Bins with as little as 10% contamination must be trashed.

Dish machines use low-flow rinse nozzles to reduce water usage.

Renovated landscapes at many residence halls utilize low-water-use plant materials and also control erosion and water runoff.

Hot water generators now supply instant hot water in Moore Hill, Blanton, Prather and Kinsolving Residence Halls. Energy is saved because the water in the storage tanks does not have to be kept hot.

Students are required to use compact fluorescent bulbs for lighting in their rooms.

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Sustainability Highlights

Each area in DHFS plays a part in reducing our ecological footprint. Here are just some of the ways we make sustainable choices in our organization: Food Service

Jester Second Floor and Kinsolving Dining Halls are trayfree, saving tons of food, water, energy and dish machine chemicals. Biodegradable serviceware has replaced 95% of plastic and wax-coated paper products in all retail locations.

Fresh produce from local farmers doesn’t travel as far from farm to table, which means saving transportation fuel and reducing packing materials. Buying locally grown, organic food also helps support sustainable agricultural practices.

Residence Life

Vegetarian student focus group discusses vegetarian dining options and issues. Resident Assistants host creative events and programs throughout the year with sustainability themes. All residents received a reusable bottle in 2011-12. Eastside Community Connection and Campus Environmental Center (CEC) collect unwanted items from students moving out at the end of the year. These items are then donated or sold in a garage sale that supports the CEC. The Residence Hall Program Team hosted a week of sustainability-related events for Campus Sustainability Week 2011. Division of Housing and Food Service Revised January 30, 2012 7:11 PM

All food waste and compostable serviceware from DHFS dining facilities is composted. During the first year of the program, 118 tons of material was diverted from the landfill. Reusable coffee, soda and water containers are sold and promoted with discounts at retail outlets. Organic, fair-trade and shade-grown coffee is sold in the campus stores. DHFS maintains gardens in the Kinsolving courtyard and the UT Concho Community Garden. The Kinsolving garden also includes a rainwater collection system. All fish and seafood is purchased from a sustainable fishery. Used cooking oil is recycled into biodiesel. Produce is purchased from a local farmer every week through the Farm Direct program. Dining facilities use 100% recycled napkins and paper towels. Napkin dispensers are designed to create minimal usage of paper products. Retail outlets sell and promote reusable, recycled shopping bags.

eco2go

eco2go is the reusable to-go container program at Jester City Limits, Cypress Bend Cafe and Littlefield Patio Cafe.

eco2go token

Participating customers pay a one-time $5 fee to join and receive an eco2go token.

When dining, customers show their token to the line servers, and the staff knows to serve their meal in an eco2go container. Customers bring back their containers to be washed, sanitized and reused. Best of all, participants save 5% on any purchase in an eco2go container!

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Sustainability Highlights

More of the ways we work to be good stewards of our campus environment: Administrative Services

Significantly reduced paper usage by changing housing reservations, billing, newsletters and report generation to electronic forms. Altogether, these changes save an estimated 300,000 sheets of paper per year. Staff purchase recycled paper whenever possible when ordering paper products. When able, office printers are set for double-sided printing. When replaced, old computer equipment is recycled, sold or donated to schools.

Facilities and Building Services

Renovation and new construction take environmental impact into consideration whenever possible: • We use rapidly renewable materials such as wood and rubber. • We use low-VOC products to support good indoor air quality. • We reuse existing building materials when possible. • We preserve existing trees as possible. • We choose items containing recycled content when new building materials are required. Building Services teams use Microfiber cloths and mops. This technology cleans better without requiring excessive water and chemicals. We use an estimated 80% less water with this system.

Construction for Almetris Duren Hall, which opened in 2007, preserved some of the existing trees and landscape.

We also use Green Seal certified chemicals to clean DHFS offices and halls, improving air quality inside the buildings. We divert all tree limbs at the University Apartments from the landfill by chipping them into mulch for use in landscaped areas. Carpet is recycled as it is replaced. From 2006 through 2010, we purchased 14,655 square yards of climate-neutral Cool Carpet from InterfaceFLOR, saving the equivalent of 238 tons of greenhouse gas emissions.

DHFS Info Systems helps us reduce our paper consumption by transforming paper-heavy processes into electronic.

The building also includes many energy-saving features, such as efficient heating and cooling systems and a design that makes use of natural light.

UT employees can ride for free! Swipe your UT ID card on any UT Shuttle, Capital MetroBus, MetroExpress or MetroRail for a free ride. If you live near a UT or Capital Metro bus route, riding the bus to work is a great way to reduce your environmental impact. (Plus you avoid the hassle of rush-hour traffic and save the cost of parking on campus!)

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green tuesdays

Our commitment to sustainability isn’t merely an effort to reduce the impact that our operation has on the planet. We also work to educate our residents, staff and customers and to influence their habits in the hope that sustainable choices become second nature. On Tuesdays, staff in all areas wear official DHFS “Green Shirts” to publicly demonstrate our commitment to being more environmentally friendly. To receive a green shirt, staff commit to supporting the environmental initiatives of the Division of Housing and Food Service by conserving resources, recycling, and reusing items whenever possible.


“Even though our customers are internal employees, we like to give them great customer service and respect.” Justin Yaklin, Food Service “Regalando una sonrisa y buena atención.” “Giving away a smile and paying attention.”

Gloria Zarate, Building Services

“My philosophy is to always maintain an attitude of courtesy and respect towards customers.“

“Have a great attitude with others, especially with students, because they are the reason I have a great job. I also take as many diversity classes as I can.”

Laurie Alvarado, Housing Reservations “We try to make it 100%. Without faculty, staff and students we would not succeed. We love serving you every day. We try to make it a home away from home. Like a family.”

Gloria Zarate, Building Services

Quality service for internal and external customers is one of the core values of DHFS. We are an auxiliary unit of the university, which means we are selfsupporting and we operate without state funding. In other words, our customers keep us in business and pay our salaries. DHFS is committed to excellence in customer service, and every member of our team has an important role to play in that effort. “Service is an Attitude!”

“I believe a that a smile goes a long way with customers and especially with students. They have so much stuff going on, I just want them to feel welcome and appreciated.” Olga Perez, Human Resources

Shelton Smith, Food Service

DHFS CULTURE & EXPECTATIONS

Customer Service What is your customer service philosophy?

Your Role in Customer Service.....................................50 Customer Service Basics..................................................51 Going Beyond the Basics...............................................52


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who are our customers? Students Faculty and Staff Parents Visitors to campus DHFS employees

Your Role in Customer Service

No matter what your job, you have an important role in providing top-notch service to our customers. All DHFS staff are expected to demonstrate a commitment to excellent customer service every day.

Cooks and Food Preps: You make sure that your unit has delicious and attractive food ready on schedule. How could the line servers take care of the customers without you?

Building Attendants and Dish Room staff: By providing a clean and inviting place for our residents, staff and other customers, you help DHFS demonstrate respect for the people we serve. Not many customers would want to return to a messy and unsanitary place of business.

“but I don’t work in customer service!?!”

Even if your job doesn’t seem like a customer service job, you have an impact on how our customers perceive DHFS. The work that goes on behind the scenes is just as important as what happens on the front lines when it comes to creating a positive experience for our customers. Stockers and Stores Clerks: Without the right goods on the shelves and in the kitchens, even the most friendly and helpful counter staff will find it difficult to keep the customers happy. Residence Life and University Apartments: You offer support to your residents and create a community experience that contributes to their college success. You help keep your customers satisfied by providing “more than a roof over their heads” in exchange for their housing dollars.

Facilities Maintenance: When you respond to a work order, you are solving a problem for a customer. Also, the maintenance you perform keeps our facilities safe, secure and attractive, and you make it possible for other DHFS staff to do their part to serve our customers.

Division of Housing and Food Service Revised January 30, 2012 7:11 PM

Administrative Support: Without you, computer trouble, unpaid bills, misfiled paperwork, room assignment problems and much more would stand in the way of our ability to take care of our customers. DHFS Culture and Expectations: Customer Service

50


Customer Service: The Basics

Good customer service starts with polite, friendly and respectful interactions. This is the minimum expected of you in your job with DHFS.

customer service basics

Here are some of the minimum requirements for good customer service. Your supervisor may set additional expectations.

J J

Treat all customers with respect. Always. Be attentive and avoid distractions. The customer shouldn’t have to work to get your attention.

J J

If you work at a counter or front desk, smile and greet the customers as they approach.

J

Learn your job. You should be able to provide quick and accurate service and to give the correct answers to the usual questions that arise in your job.

J

Our internal customers are important too! Treat other UT or DHFS staff as well as you would any other customer in your area.

J

Always say “Thank you.”

Sometimes you will have to work on another task while also helping occasional customers. Remember that the customers are not an interruption—they’re the reason we’re all here.

Sometimes we’re our own customers. DHFS staff take care of each other in many ways each day.

“Welcome to Kin’s Market! How can I help you today?”

giving good customer service... even when you’re having a bad day

This can be one of the hardest aspects of customer service! Very few people can be cheerful, energetic and completely focused every day. Those who are the most successful in customer service have learned to control their behavior while at work and to present a positive image even if they’re having a bad day. You may not feel happy to be at work or eager to help the customers every day, but you should try to act the part anyway. This means keeping your energy level up, greeting the customers warmly, and smiling, no matter what you may be feeling. You may not win an Oscar for your performance, but you can be proud of yourself for maintaining high customer service standards through the tough times. Even when you’re not at your best, you can still decide what behavior you demonstrate at work. You know that it’s not acceptable to inflict your bad mood on the customers, and you can make the choice to leave negative distractions at home.

Division of Housing and Food Service Revised January 30, 2012 7:11 PM

DHFS Culture and Expectations: Customer Service

51


Customer Service: Beyond the basics Once you’ve mastered the minimum requirements of good customer service, challenge yourself to go above and beyond. Look for ways you can strive for outstanding customer service in your area. the customer’s perception is reality

going beyond the basics: the Platinum Rule

In customer service, it’s the customer’s perception that counts. Be aware of how your behavior may look from the customer’s perspective. Even if you have the best intentions, some actions will look bad from the customer’s point of view. Here are some examples:

Providing outstanding customer service means learning to anticipate your customers’ needs and exceeding their expectations.

employee’s behavior

customer’s perception

how to improve the customer’s perception

A cashier is slouched over the counter and sighs when a customer walks up.

This cashier doesn’t want to help me and is annoyed that I’m here.

Stand up straight, smile and make eye contact. Greet the customers warmly as they approach.

Two employees are carrying on a conversation while a customer stands nearby looking for help.

How hard is it to get some help around here? I wish these two thought I was half as important as the movie they saw last week!

Keep your focus on the customers and never let non-work-related conversations get in the way. If you are talking to another employee (even if it’s business) and you notice a customer needs help, put the conversation on hold while you assist the customer.

It’s the lunch rush and the line is very long. The servers are moving slowly. Their attention wavers as other employees go past, and they have to ask customers to repeat their orders.

This line is going nowhere, and I don’t have time to wait. What are they doing up there? Are they even trying?

Keep your energy level up and stay focused when you have a rush. Customers are more willing to wait in a long line if the employees are moving quickly and doing all they can to keep the line going.

A customer with a complaint approaches an employee who is taking inventory. While the customer describes the problem, the employee continues to check off items on the inventory sheet.

Is this person even listening to me? Obviously they don’t think my problem is very important.

This is one time when it’s not good to multi-task. Give the customer your undivided attention. Turn your body to face them, make eye contact and listen to what the customer is saying without interrupting. Avoid distractions until you have resolved the customer’s issue.

Division of Housing and Food Service Revised January 30, 2012 7:11 PM

You are probably familiar with the Golden Rule: “Do unto others as you would have others do unto you.” If you apply this rule to customer service, you’re off to the right start. You want people to be polite to you and treat you with respect, and it’s pretty safe to assume that your customers will want this too. But you can go one step further if you recognize the ways in which your customers may have different needs. This is sometimes called the Platinum Rule: “Do unto others as THEY would have you do unto them.” Instead of treating people as you would like to be treated, try to treat customers the way that they would like to be treated. For example, some customers want a lot of personal attention while others are in a hurry and want as little fuss as possible. To provide outstanding customer service, you would need to interact differently with these two types of customers. Think about some of the different customers you encounter in your job. How can you vary your customer service approach to satisfy their individual needs and preferences? The Platinum Rule is a trademark of Dr. Tony Alessandra.

DHFS Culture and Expectations: Customer Service

52


2

Policies and Procedures

In this section

Payroll and Timekeeping......................55 Human Resources....................................63 DHFS Standards and Ethics Manual.............................................69

Residence Life professional staff at a retreat

Administrative Services staff at Team Day


“My favorite food when dining here has got to be the smoothies! Yum! I guess that can count as a food!” Rianne Brashers, Human Resources

“Ernest Owney’s Red Beans and Rice (Kinsolving). The man is from New Orleans. Need I say more?” Greg Moore, Food Service

What’s your favorite food to eat during your breaks?

“If I eat in the dining room I choose chicken, salads, fruit and yogurt…and I like to try the daily specials. Gloria Zarate, Building Services “The french toast at LPC. They are filling and you can pile on all sorts of healthy toppings like bananas and berries..”

“The Magic Cookie bars at Kinsolving Dining are magical, really!”

DHFS Payroll, located in the Division Office in Kinsolving, is responsible for ensuring all 1000+ members of our team are paid correctly and on schedule. DHFS Payroll team members can help with questions relating to your paycheck, timesheets and leave balances. For tax questions and certain other payroll issues, we may refer you to UT Payroll Services, the main payroll office for the university.

Christina Bomar, Central Office

Jennifer McClain

Contact

“The fajita tacos and the seasoned fries at JCL.”

Richard Dixon, Building Services

Leah Maxwell, Food Service

“The salad bar at JCL is the best. I love the fresh spinach, especially now that I’m eating healthy.” Raul Hidalgo, Human Resources

DHFS Payroll and Leave Management 512-232-2517 jmcclain@austin.utexas.edu

@

web

For more information on UT Payroll Services: www.utexas.edu/payroll

POLICIES & PROCEDURES

Payroll and Timekeeping Timekeeping and Timesheets.......................................56 Time Off: Types of Leave......................................... 57-60 Payroll and Check Dates.......................................... 61-62


Timekeeping and timesheets

All DHFS employees are responsible for accurately recording their work time and time off. Employees use one of two systems, depending upon work unit and job title. Administrative Services, Facilities and Residence Life use a Web-based electronic timesheet system (ETS). Food Service and Building Services managers also use ETS, but their staff use a timeclock-based system called TimePro. timekeeping DOs and DON’Ts DON’T “fudge,” “shave” or “pad” hours. DO record all the time you have worked in a week. Never work off the clock. DO record time on the day you worked. DON’T “move” hours to a different day or week to avoid earning overtime or having to document overtime. DO ask your supervisor or DHFS Payroll if you are unsure about whether an activity counts as work time. DO make sure time records are accurate before submitting them. DO keep your own notes about work time and absences. Both the employee and the supervisor should know that time has been recorded correctly. DO follow the proper procedure to request a correction to a timesheet that has been approved. It’s never OK to make the correction on a different week, even if the hours “even out” in the long run.

Division of Housing and Food Service Revised January 30, 2012 7:11 PM

things your supervisor will explain:

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the university work week?

The week begins on Monday and ends on Sunday. Schedules may vary within this week.

Your training in your new work area will include information on these points. After you have completed that training, if you are unsure of the proper protocol in any of these areas, be sure to ask your supervisor for clarification.

? How to request time off work (vacation days) ? What to do if you need to call in sick ? How to get permission to work extra hours to do if you end up working extra hours that were not ? What authorized in advance ? How to request temporary schedule changes ? How to request a correction to your timesheet supervisors in your work area are authorized to ? Which approve any of these requests

Intentional or willful falsification of time records is a serious violation of university policy and will result in corrective action, up to and including dismissal.

Members of the HR, Accounting and Info Systems teams enjoy a retirement celebration. If you’re not sure whether a certain activity counts as work time, ask your supervisor. Policies and Procedures: Payroll and Timekeeping

56


Time Off: Types of Leave

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at benefits-eligible? whis... Benefits-eligible (BE) employees receive

The university provides many options for taking time off work, known as leave time. This section gives an overview of the different types of paid and unpaid leave, but does not cover every detail of these complex policies. Please ask your supervisor or DHFS HR/Payroll if you have questions about using your leave time.

annual leave (also known as vacation) accrual:

Accrued for each month (or partial month) of employment. Amount accrued starts at 8 hours per month for full-time staff and increases based on length of state service. Part-time staff accrue an amount proportional to the number of hours employed.

use of leave:

Must have six months continuous state service in a benefits-eligible role to be eligible to use annual leave (prior state employment counts). Supervisor approval in advance is required: ◦◦Supervisor’s discretion on the method of submitting the request and the length of advance notice required ◦◦Follow your supervisor’s requirements.

unused hours:

Annual leave can carry over to the next fiscal year. Length of state service determines limit. Hours above the maximum limit are transferred to sick leave at the end of the fiscal year. Unused vacation hours are paid at separation if the employee has satisfied the 6-month probation. Division of Housing and Food Service Revised January 30, 2012 7:11 PM

sick leave

benefits in addition to their salaries (such as health insurance and paid time off). BE employees work more than 20 hours per week in a job that lasts longer than 135 days at a time. We sometimes call these employees “permanent.” We often call non-BE employees “temporary.”

accrual:

Full-time staff accrue 8 hours for each month (or partial month) of employment. Part-time staff accrue an amount proportional to the number of hours employed.

abbreviation key FT

Full-Time

use of leave:

PT

Part-Time

No waiting period—new employees eligible to use sick leave after first day.

BE

BenefitsEligible

Sick leave may only be used for appropriate circumstances: ◦◦Employee’s own medical condition, including sickness, injury, medical/dental/vision/mental health appointments, etc. ◦◦Care of certain immediate family members with a documented medical condition ◦◦Pregnancy, pre-natal care, childbirth and recovery. ◦◦Up to 8 hours of sick leave each calendar year may be used to attend parent-teacher conferences.

NE

Non-Exempt

EX

Exempt

Prompt notification is required. Follow your supervisor’s instructions for how to report a need for sick leave. Documentation may be required. You may be asked to provide a doctor’s statement for an absence of 3 days or less. You will be required to provide documentation for an absence of more than 3 days. If absent for your own condition for longer than 3 days, you will also need to provide a release to return to work.

unused hours:

All sick leave hours can carry over to the next fiscal year, without limit. Unused sick leave is not paid at separation of employment.

SL or S Sick Leave Vac or Vacation/ V Annual Leave Comp

Compensatory Time

OT

Overtime

SLP

Sick Leave Pool

FML or FMLA

Family and Medical Leave (Act)

LWOP Leave Without Pay FY

Fiscal Year (at UT, Sept. 1st Aug. 31st)

Policies and Procedures: Payroll and Timekeeping

57


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exempt and non-exempt?

The Fair Labor Standards Act (FLSA) is one of the main federal laws covering wages and work hours. Most employees are subject to this law. However, employees in some types of jobs are exempt from this law. In general, management-level jobs are Exempt (EX), and jobs with less authority are Non-Exempt (NE). Whether you are exempt or non-exempt determines if you earn overtime at time-and-a-half.

state compensatory time (exempt and non-exempt staff)

accrual:

Earning state comp time varies based upon type of employee: ◦◦Full-time employee, exempt and non-exempt: earned when weekly timesheet reflects more than 40 hours that includes both work and paid leave (for example, by working on a UT holiday). ◦◦Exempt employee: earned for working over 40 hours in a week. ◦◦Part-time, non-exempt employees do not earn comp time. Employees accrue comp at straight time.

use of leave:

Comp time earned is calculated at the end of the week, and is not available to use for time off until the following week. Probationary employees can use comp time for time off. Supervisor approval in advance is required (same protocol as for vacation). Usually better to use comp time before using vacation.

unused hours:

Employees have one year from when the comp time was earned to use the hours. Unused hours expire if not used in one year. Only non-exempt comp time is paid at separation of employment. Division of Housing and Food Service Revised January 30, 2012 7:11 PM

Types of Leave continued

Federal overtime and state compensatory time, or “OT” and “comp,” are two distinct types of paid leave, but frequently the words are used interchangeably in conversation. This page will help distinguish the differences between OT and comp and clarify how the rules differ for exempt and non-exempt employees.

federal overtime (only applies to non-exempt staff)

accrual:

When a non-exempt employee physically works over 40 hours in a week, it is considered overtime. Working more than 8 hours in a day does not constitute overtime. Employees receive credit at time-and-a-half for work hours over 40.

use of leave:

Overtime is calculated at the end of the week, and is not available to use for time off until the following week. Banked overtime balances reflect hours after the time-and-a-half calculation has been applied. Probationary employees can use overtime for time off. Supervisor approval in advance is required (same protocol as for vacation) You may be required to use banked overtime before using vacation.

unused hours:

Banked overtime should be used by the end of a yearly banking period. ◦◦Facilities and Building Services banking period: May 1st through April 30th. ◦◦Food Service, Residence Life and Administrative Services banking period: August 1st through July 31st. With prior approval, employees in some areas of DHFS may receive payment for overtime, rather than receiving banked time. Any unused hours at the end of the banking period and at separation of employment will be paid. Policies and Procedures: Payroll and Timekeeping

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Types of Leave continued

Please contact your supervisor or DHFS HR/Payroll for more information on these types of leave.

family and medical leave

The Family and Medical Leave Act (FMLA) provides job protection and continued insurance coverage during a qualifying family or medical event. Qualifying events include ◦◦birth of and care for a newborn child ◦◦placement of a child for foster care or adoption ◦◦care for an immediate family member with a serious health condition ◦◦the employee’s own serious health condition ◦◦certain events affecting military families Serious health condition may include any period the employee cannot work connected with ◦◦inpatient care in a hospital ◦◦pregnancy or prenatal care ◦◦a health condition lasting longer than 3 days requiring treatment by a health care provider ◦◦a chronic, serious condition requiring periodic treatment or absences (for example, chronic asthma or diabetes). To be eligible, an employee must have worked for the State of Texas for at least 12 months and must have worked at least 1250 hours during the previous 12-month period. The FMLA does not provide additional paid leave. Family and medical leave (FML) is unpaid leave used concurrently with the employee’s own paid leave or a period of leave without pay (LWOP) if no other paid leave is available. For more information on the FMLA, or to apply for FML, contact your supervisor or DHFS HR/Payroll. Division of Housing and Food Service Revised January 30, 2012 7:11 PM

other types of paid leave: WCI day of injury

On the day of a workplace injury, an employee may seek medical attention without loss of pay. This only applies to time missed from the employee’s regular work shift, and only on the actual day of injury. Does not cover subsequent absences.

sick leave pool (SLP) Provides paid leave to eligible employees who have exhausted all available paid leave because they or an immediate family member have suffered a catastrophic (lifethreatening) illness or injury.

jury duty

For more information on SLP or to apply, contact your supervisor or DHFS HR/Payroll.

emergency leave

leave without pay (LWOP)

Employees summoned to jury duty are granted paid leave for work time missed. Documentation of jury summons and time spent at court may be required. Covers emergency closures of the university. While each emergency situation is unique, generally the emergency leave would cover any part of the employee’s regular scheduled shift that occurs during the time the university is closed. Staff required to work a skeleton crew would receive comp time. The emergency leave policy also provides up to 3 days (consecutive) funeral leave for a death in the employee’s immediate family and 4 hours for a coworker’s funeral.

military leave

Members of the military, including the National Guard and Reserves, may qualify for paid military leave for training and active duty. The university also provides unpaid leave with certain job protections for service members called to extended active duty.

blood, tissue and organ donation

With prior supervisory approval, a limited amount of time off with pay may be granted.

If no appropriate paid leave is available, an employee is placed on LWOP and the time absent is docked from their paycheck. Unauthorized LWOP may result in disciplinary action and may be factored into performance evaluations. LWOP will extend a new employee’s probationary period. If on LWOP a full calendar month, the employee does not accrue annual leave or sick leave and must pay their entire insurance premium. LWOP for monthly-paid employees may result in a paycheck delay.

Policies and Procedures: Payroll and Timekeeping

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University Holidays UT holiday

The university provides paid time off for certain holidays and the winter break. The number of holidays is determined by the state legislature and may vary from year to year. UT Austin staff receive the same number of holidays given to other state employees, but the break between the fall and spring semesters “uses up” a lot of our holidays. This is why state employees may receive different holidays from university employees. • Dates vary slightly each year. • Employees required to work on a skeleton crew on a holiday will receive comp time.

2011-2012 holiday schedule holiday

university status

date

day of week

Labor Day

University closed

9/5/2011

Monday

Thanksgiving Day

University closed

11/24/2011

Thursday

Day after Thanksgiving

University closed

11/25/2011

Friday

Winter Break

University closed

12/23/2011

Friday

Winter Break*

Skeleton crew required

12/26/2011

Monday

Winter Break

Skeleton crew required

12/27/2011

Tuesday

Winter Break

Skeleton crew required

12/28/2011

Wednesday

Winter Break*

Skeleton crew required

12/29/2011

Thursday

Winter Break*

Skeleton crew required

12/30/2011

Friday

Winter Break*

Skeleton crew required

1/2/2012

Monday

Martin Luther King, Jr. Day

University closed

1/16/2012

Monday

Memorial Day

University closed

5/28/2012

Monday

Independence Day

University closed

7/4/2012

Wednesday

Decorations for the Independence Day celebration at Kinsolving Dining. Keep an eye out for cultural dinners and special holiday meals throughout the year.

Division of Housing and Food Service Revised January 30, 2012 7:11 PM

floating holiday

Occasionally, the number of holidays given state employees is more than the number of holidays required by the university calendar. In those years, employees receive a floating holiday. • Supervisory approval required (same as vacation). • Unlimited carryover. • Paid upon separation.

Policies and Procedures: Payroll and Timekeeping

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Payroll

At the university, payroll operates on two distinct cycles: monthly and semi-monthly. Monthly-paid employees receive a set salary for each month. Employees paid on the semimonthly schedule are paid an hourly rate for the hours they work during each pay period. when will I get paid?

(see next page for specific check release dates)

monthly pay cycle

Applies to most benefits-eligible employees. Employees receive a check once per month, on the first work day of the month, for the prior month’s service.

semi-monthly pay cycle

check distribution options

You may update your check distribution on your Paycheck Profile page in UTDirect. You have two options** available:

pick up check in payroll

A physical check will be available for pick up beginning at 9:00 a.m. on the check release date. Checks are distributed from the Payroll Services office in the Main Building, MAI 134. Payroll Services is open for customer service MondayFriday 9:00 a.m. to 4:00 p.m. (closed UT holidays).

Applies to most part-time benefits-eligible employees and to employees hired into a 10-month or 11-month position.

direct deposit

Employees receive a check twice per month. The first pay period each month is always the 1st through 15th; the second pay period runs from the 16th through the end of the month.

** The Campus Mail option for check distribution is not allowed for DHFS employees because of security concerns.

Payday is generally 5 work days after the end of each pay period, but may vary due to holidays.

communications device allowance (CDA)

$$$ $$$

The first pay period covers the 1st through the 15th of each month. Checks come out around the 21st of the month The second pay period covers the 16th through the end of the month. Checks come out around the 7th of the next month.

Division of Housing and Food Service Revised January 30, 2012 7:11 PM

Funds will be deposited to your account on the check release date. Timing varies by bank.

Facilities staff also complete daily timesheets, which are used to reconcile labor costs for work orders and to document overtime.

other payroll checks you may receive: If your job requires the use of a personal communications device (cell phone, PDA) and you receive an allowance for this purpose, the payments are made on the second semi-monthly pay date of the month. CDA requests must be approved by your supervisor and director.

on-call rotation

Facilities staff scheduled to carry a pager and serve in the on-call rotation receive compensation for this time on the semi-monthly cycle. Checks will cover only the dates of on-call duty within each semi-monthly pay period, so one week’s duty may span two pay periods.

overtime payments

If authorized in advance for payment, OT checks are processed for payment on the first semimonthly pay date available after the paperwork is submitted to the DHFS Payroll office. Policies and Procedures: Payroll and Timekeeping

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Pay Periods and Pay Dates Semi-Monthly Monthly month:

pay date:

September 2011

Oct. 3, 2011

October 2011

Nov. 1, 2011

November 2011

Dec. 1, 2011

December 2011

Jan. 3, 2012

January 2012

Feb. 1, 2012

February 2012

Mar. 1, 2012

March 2012

Apr. 2, 2012

April 2012

May 1, 2012

May 2012

June 1, 2012

June 2012

July 2, 2012

July 2012

Aug. 1, 2012

August 2012

Sept. 4, 2012

pay period: pay date: Sept. 1-15, 2011

Sept 22, 2011

Sept. 16-30, 2011 Oct. 7, 2011 Oct. 1-15, 2011

Oct. 21, 2011

Oct. 16-31, 2011

Nov. 7, 2011

Nov. 1-15, 2011

Nov. 22, 2011

Nov. 16-30, 2011 Dec. 7, 2011 Dec. 1-15, 2011

Dec. 21, 2011

Dec. 16-31, 2011

Jan. 9, 2012

Jan. 1-15, 2012

Jan. 23, 2012

Jan. 16-31, 2012

Feb. 7, 2012

Feb. 1-15, 2012

Feb. 22, 2012

Feb. 16-28, 2012

Mar. 7, 2012

Mar. 1-15, 2012

Mar. 22, 2012

Mar. 16-31, 2012 Apr. 6, 2012 Apr. 1-15, 2012

Apr. 20, 2012

Apr. 16-30, 2012

May 7, 2012

May 1-15, 2012

May 22, 2012

May 16-31, 2012

June 7, 2012

June 1-15, 2012

June 22, 2012

June 16-30, 2012

July 6, 2012

July 1-15, 2012

July 20, 2012

July 16-31, 2012

Aug. 7, 2012

Aug. 1-15, 2012

Aug. 22, 2012

Aug. 16-31, 2012 Sept. 7, 2012

withholding tax for semi-monthly payments

Employees paid on the semi-monthly pay cycle may see a fluctuation in the amount of withholding for federal income tax. This is normal. The university calculates the amount of tax to withhold based upon the total of both payments received in a given month. The total earnings for the month is unknown when the first check is cut; the withholding for the first check is based on just the gross amount of that check, as if that were going to be all the earnings for the month. When the withholding for the second check is calculated, the total amount paid in the month can now be considered. Once the second check is factored into the monthly total, the withholding is adjusted to reach the total amount that should be withheld for the month. This frequently results in higher a withholding amount for the second check, even if the gross amounts are the same. The total withholding can’t be divided in half and deducted equally from each check because the amount of the second check is not available when the first check is calculated.

Example: check hours gross date worked pay

tax withheld

1st check

7th

80

$900.00

$25.00

2nd check

22nd

80

$900.00

$125.00

$1800.00

$150.00

Monthly Total

Withholding for the first check was based on monthly earnings of $900. For the second check, the withholding was based on total monthly earnings of $1800. In this example, $150 should be withheld for a monthly total of $1800. If only $25 was deducted from the first check, then $125 remains to be deducted from the second check. (These amounts are an example; your withholding is based upon the number of allowances you have claimed on your W4 in your Paycheck Profile)

Division of Housing and Food Service Revised January 30, 2012 7:11 PM

Policies and Procedures: Payroll and Timekeeping

62


“Pay more attention to the insurance information. The benefits for short-term disability are amazing.”

“I wish I would’ve started working at UT before I did, because I love working here!” Ernestine Gonzalez, Building Services

LT Robinson, Residence Life:

“New employees should get the most out of training sessions. They should specifically take advantage of those sessions that will help them with career advancement and upward mobility.”

“Information on parking and the UT discount programs available for staff.”

DHFS operates a central Human Resources Office, which is located in the Division Office in Kinsolving. DHFS HR administers recruiting, hiring, employee relations and Workers’ Compensation for the division, and works with DHFS ODD to provide training and staff development. HR team members are often the first people you will meet as a new employee, and they can serve as a friendly resource for information throughout your employment.

Michael Sawyer, Food Service Human Resources Office

“I wish I would’ve known how large the campus really is. It’s a big maze. People told me to go to Jester. Where is Jester?”

Contact

@

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512.471-5031 dhfs.personnel@austin.utexas.edu For more information on Human Resources: www.utexas.edu/student/housing/humanresources

Michael Colom, Food Service

Percy Bedford, Human Resources

POLICIES & PROCEDURES

What do you wish you had known as a new employee?

Human Resources Equal Employment Opportunity Laws.......................... 64 Harassment Policy.............................................................65-66 New Employee Requirements.......................................... 67 Grievance Policy....................................................................... 68


Equal Employment Opportunity Law

Equal employment opportunity (EEO) laws prohibit discrimination in the terms, conditions or privileges of employment. Under these laws, employment discrimination can include unequal treatment with regard to hiring, firing, pay, job assignments, promotions, layoffs, training or benefits. The timeline below shows the major legislative acts from which EEO laws derive.

1964

Title VII of the Civil Rights Act

Prohibits employment discrimination based on race, color, religion, sex or national origin.

1963

1973 Equal Pay Act

Protects men and women who perform essentially the same work in the same establishment from sex-based wage discrimination.

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For more information about EEO law: www.dol.gov

The Americans with Disabilities Act Amendments Act

Age Discrimination in Employment Act

Prohibits age-based employment discrimination for individuals who are 40 years of age and older.

Civil Rights Act

Rehabilitation Act

Prohibits employment discrimination against qualified people with disabilities in the federal government.

Americans With Disabilities Act

Provides for monetary damages in cases of intentional employment discrimination.

Clarifies the definition of the term “disability.� These changes make it easier for an individual seeking protection under the ADA to establish that he or she has a disability covered by the ADA.

2008

1991

The Lilly Ledbetter Fair Pay Act Clarifies that the time limit for filing an equal pay lawsuit resets with each discriminatory paycheck.

1990

Prohibits employment discrimination against qualified individuals with disabilities in the private sector and in state and local governments.

Division of Housing and Food Service Revised January 30, 2012 7:11 PM

1967

2009

Title II of the Genetic Information Nondiscrimination Act

2008

Prohibits employment discrimination on the basis of genetic information, including family medical history and genetic tests.

Policies and Procedures: Human Resources

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Harassment Policy

The university prohibits discrimination on the basis of sex, including sexual harassment. Sex discrimination and sexual harassment will not be tolerated, and individuals who engage in such conduct will be subject to disciplinary action. key components of harassment Meaning “this for that.” Employment decisions or expectations are based on an employee’s willingness to grant or deny sexual favors.

Occurs when unwelcome comments or conduct unreasonably interferes with an employee’s work performance or creates an intimidating, hostile or offensive work environment.

sexual harassment

Such conduct is sufficiently severe, pervasive or persistent that it • Interferes with an individual’s or group’s academic or work performance. • Creates a hostile academic or work environment.

litmus test Ask yourself:

“Would I do this behavior in front of my parents?”

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Verbal or physical conduct directed at an individual or group, including conduct based on • Gender • Race • Color • Religion • National origin • Age • Disability • Citizenship • Veteran status • Sexual orientation

hostile work environment

“Would I want to read about this behavior in the Austin American Statesman?”

sex discrimination

Under this policy, the definition of harassment has two components:

quid pro quo

“Would I want this behavior done to my children?”

what is harassment?

For more information about harassment policies at UT: www.utexas.edu/policies/hoppm

Conduct directed at a specific individual or a group of identifiable individuals that subjects the individual or group to treatment that adversely affects their employment or education on account of sex.

A form of sex discrimination can occur when: submission to unwelcome physical conduct of a sexual nature, unwelcome XThe requests for sexual favors, or other verbal conduct of a sexual nature is made an implicit or explicit term or condition of employment or education.

submission to or rejection of unwelcome physical conduct of a sexual XThe nature, unwelcome requests for sexual favors, or other verbal conduct of a sexual nature is used as a basis for academic or employment decisions or evaluations.

physical acts of a sexual nature, unwelcome requests for sexual XUnwelcome favors, or other verbal conduct of a sexual nature have the effect of creating an objectively hostile environment that interferes with employment or education on account of sex.

retaliation prohibited

A student, faculty, or staff member who retaliates in any way against an individual who has brought a complaint pursuant to this policy or participated in an investigation of such a complaint, is subject to disciplinary action, up to and including dismissal from the university.

filing of false complaints

Any person who knowingly and intentionally files a false complaint under this policy is subject to disciplinary action up to and including dismissal from the university. Policies and Procedures: Human Resources

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Harassment Policy Continued

The harassment policy described on these two pages applies to everyone affiliated with this campus. Visitors, applicants, students and employees have the right to a campus experience free from sex discrimination, including sexual harassment, by university employees, students, visitors or contractors. sexual misconduct

Behavior of a sexual nature that is not considered illegal, but is inappropriate in the workplace and is subject to disciplinary action. Examples include, but are not limited to:

X

Sexually oriented conversations, comments or horseplay in the workplace.

X

Use of sexually oriented materials not directly related to the subject matter of a class or meeting.

even if no one objects

Sexually oriented behavior is not appropriate for the workplace, regardless of whether or not the behavior offends anyone present.

consensual relationships

words matter

conflict of interest

Angry or threatening language, even when the speaker “doesn’t mean anything by it,” can be considered to create a hostile work environment. Such language may result in corrective action, including immediate dismissal from employment.

University policy strongly discourages, but does not prohibit, consensual sexual or romantic relationships where one member of the relationship has evaluative, supervisory, teaching or advisory responsibility over the other. Relationships between supervisors and employees or between professors and students can create a conflict of interest, or the appearance of such a conflict. In order to manage and neutralize the potential for conflict of interest, the university policy mandates that such relationships be disclosed.

disclosing consensual relationships

Should a consensual relationship develop, the person in the position of power—the supervisor, advisor or professor— bears the responsibility for reporting the relationship to their immediate supervisor. Supervisors who are informed or become aware of a consensual relationship must act immediately to remove the conflict of interest. For example, the reporting structure may be changed so the employee reports to a supervisor other than the one with whom the relationship developed. If the person in the supervisory role does not report the relationship, he or she may face disciplinary action under the sexual misconduct policy for failing to disclose the relationship. Further, if an allegation of sex discrimination or sexual harassment is ever made regarding the relationship, the university will not consider the relationship to be consensual when investigating the allegation.

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UT Austin is committed to an environment where people not only are safe from actual violence but also are free from fear and threats.

Examples:

{ “Do you want to take this outside?” he doesn’t leave me alone, I’m going to lose it! Then he’ll { “If really have to deal with me!” reporting harassment or sex discrimination

A person who believes that he or she has been subjected to sex discrimination or sexual harassment should report the incident to any university official, administrator or supervisor. Raise complaints or concerns to any of the following: • Your supervisor or another supervisor, manager or director • DHFS Human Resources Manager or ODD Office • Office of Institutional Equity (Human Resource Services) • Office of the Dean of Students (if students are involved)

referral responsibility

Every supervisor, administrator and university official is responsible for promptly reporting incidents of sex discrimination and sexual harassment that come to their attention to Human Resources or to the Office of the Dean of Students. Policies and Procedures: Human Resources

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New Employee Requirements

As a new employee, you will be responsible for completing a variety of training modules. You will also be evaluated on your performance routinely during the first six months of your employment. probationary period

Each classified staff employee shall be a “probationary employee” for a period of 180 calendar days of continuous service from the date of initial employment at The University of Texas at Austin.

purpose

The probationary period is a part of the selection process. Its purpose is to determine that the probationary employee’s performance, ability, willingness and dependability merit continuation of university employment.

evaluation

New employees will be evaluated at 90 days and 160 days. Evaluations will cover at minimum: Attendance • Reporting to work in a regular and timely manner • Following proper procedure to call in sick or request other absences • Working until the designated quitting time

compliance training

All university employees are required to complete a series of online Compliance Training Modules. You should complete these prior to starting your regular work. Some modules only need to be completed once; other modules must be completed again every two years. Go to https://utdirect.utexas.edu/cts/ and enter your UT EID and password. You will see your Compliance Training Profile when you log on. Follow these steps to complete each module: • Under the heading “Modules Needed,” you will see a list of modules that you are required to complete. • Click on the module numbers to see specific information regarding each module. • Click “View Presentation” to start the module. • You must pass a short quiz at the end of each presentation to receive credit for the module.

Performance and productivity • Attending to assigned duties with normal effort throughout the work day, except for scheduled rest periods • Meeting work standards with regard to both quality and quantity Conduct • Following applicable policies, procedures and laws • Adhering to designated safety rules

termination

The University of Texas at Austin may terminate the employment of any probationary employee at any time during the probationary period if he or she is judged to be not competent or otherwise not qualified. An employee who is terminated during the probationary period is not eligible to file a grievance concerning that decision. Division of Housing and Food Service Revised January 30, 2012 7:11 PM

To celebrate Staff Appreciation Week, DHFS Facilities and Building Services managers, supervisors and team leaders cooked a BBQ lunch for their staff. Policies and Procedures: Human Resources

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Grievance Policy

Employees may present complaints and grievances concerning their conditions of work. Such conditions include wages, hours and any other matters related to the employer-employee relationship. Employees should first attempt to resolve issues directly with their supervisor, manager, or director, or with DHFS HR. policy statement

It is the policy of The University of Texas at Austin to provide its employees with a fair and efficient process to present and resolve complaints and grievances arising out of the employment relationship. The university encourages employees to address any workplace concerns with their supervisors as situations arise. These procedures are available to all UT staff, including probationary and temporary UT employees.

retaliation prohibited

A staff member, or administrator who retaliates in any way against an employee who has brought a complaint or grievance pursuant to this policy or against an employee who has participated in a review of the complaint or grievance, is subject to disciplinary action.

grievance procedure steps

1

pursue Alternative Dispute Resolution.

An employee must present his or her complaint in writing to the Dispute Resolution Officer (DRO) within ten university business days from the date the incident giving rise to the complaint has occurred.

The filing of a complaint or grievance will not stop or delay any personnel action which is the subject matter of the complaint or grievance.

The DRO will attempt to resolve the issue, which may include facilitating discussion between the employee and the first- or second-level supervisors, or may involve voluntary mediation.

conflict management and dispute resolution services

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For more information on the Grievance Procedure: www.utexas.edu/hr/current/services/dispute/grievance.html

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For more information on Conflict Management and Dispute Resolution Services: www.utexas.edu/hr/current/services/dispute/

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Employees should first try to resolve the issue directly with their supervisor or with the unit manager, director or DHFS HR.

dispute resolution process 2 alternative If working within DHFS does not resolve the issue, employees can

effects on personnel actions

The Conflict Management and Dispute Resolution Office provides services to both employees and supervisors, and promotes the resolution of workplace disputes at the lowest level possible using conflict resolution and collaborative processes. The purpose of these services is to assist in the informal resolution of workplace issues through communication, information, coaching and impartial third-party services.

attempt to resolve the issue within DHFS

The DRO will close the resolution process within a reasonable period of time (not to exceed 30 calendar days). If the employee is not satisfied with the results, the employee should contact the DRO to request the dispute resolution process be closed and proceed to the formal grievance procedure.

3

formal grievance procedure

If the issue is not resolved through the two steps above, the employee may pursue the Grievance Procedure. An employee who decides to initiate the formal Grievance Procedure shall present the grievance in writing within ten university business days from the date that the dispute resolution process has been closed. Policies and Procedures: Human Resources

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“Time off during Christmas. Unheard of in the food business...” Greg Moore, Food Service

“Being around such a big institution and everything that happens here. It is always good to hear positive things that are done here and that I am in some way part of it.”

“My favorite benefit is my job. The reason is that every day I have something different to do, it never gets boring.”

Jesus Reza, Facilities

Lee Walters, Safety

“Aside from traditional comp and benefits, my favorite benefit is the aesthetic beauty, diversity of thought, and opportunities for lifelong learning presented through our campus. Hook ‘em Horns!” Trey Guinn, Residence Life

“It’s not one single benefit per se, but just being able attend all the events, functions, seminars, classes, training that UT has to offer, including the use all of the facilities as well. From the recreational areas, gymnasiums, sports areas, to the libraries, museums, halls, etc. There are just unlimited resources available to change one’s world.” Hector Ordaz, Food Service Personnel

What’s your favorite UT Austin employee benefit?

This booklet is designed as a resource for staff and is not inclusive of the policies, procedures or regulations of The University of Texas at Austin or the Division of Housing and Food Service. It is designed to provide division staff with a foundation for understanding the organization’s ethical standards and to provide guidelines for making decisions that meet these standards. For specific questions on procedures, consult the University’s Handbook of Operating Procedures or your immediate supervisor.

reporting fraud

Report suspected fraud online with the DHFS Fraud Hotline:

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www.utexas.edu/student/housing/reports. Look for the link to Report Suspicious Behavior / Fraud. Fill out the form and then click Send Report. You can leave your name and phone number blank to remain anonymous.

POLICIES & PROCEDURES

DHFS Standards and Ethics Manual Introduction...............................................................................70-71 Policies and Procedures........................................................71-77 Gifts, Prizes, Solicitation of Gifts.......................72 Discarded Material and Samples...................73 Computer and Phone Use...............................74 Purchasing and Trade Shows.........................75 Awards.......................................................................76 Cash, Vehicles and Office Equipment.........77


DHFS Standards and Ethics Manual introduction

Ethical conduct is values at work in relationships. If the average person is asked what is meant by ethics, the most frequent response is: “honesty”, “integrity” or “fairness.” Ethical conduct involves the application of all these values. It involves putting these values to work in all relationships. In everyday relationships, ethical conduct comes into play and the quality of these relationships leads to judgments about the integrity of the Division of Housing and Food Service. Public trust of the organization is clearly a matter of ethics. By answering the following questions, you can determine if you are upholding the public trust in an ethical manner:

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Is the activity legal? (Will I be violating either civil law or university policy?) If you do not know, ask your supervisor and get an answer in writing if necessary.

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Is it balanced? (Is it fair to all concerned in the short term as well as the long term?)

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Is it above reproach?

Does it promote “win-win” relationships? How will it make me feel about myself? (Will it make me proud? Would I feel good if my behavior was published in the newspaper? Would I feel good if my family knew about it?)

When you are unsure or have a question of ethics, it is imperative that you should first talk with your supervisor. Do not make assumptions if you are unsure whether a particular action is ethical. You should take no action until you are certain that an action or decision has supervisory approval. Written approval is always preferable to verbal approval. The commitment of each employee to ensure the continued success of the Division of Housing and Food Service is appreciated and expected. Floyd B. Hoelting Executive Director

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There are a few words used throughout the text that need to be defined for our purposes.

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at h w is...

ethics

A set of moral principles or values; the principles of conduct governing an individual or a group.

morality

Conformity to ideals of right human conduct.

standards

The level of excellence required in attaining organizational ethics.

Ethical conduct is everyone’s responsibility. Each employee has a role to play in maintaining an environment that supports high standards of conduct and does not tolerate ignorance of the law, misunderstanding, apathy, negligence or intentional wrongdoing. Although we have attempted to provide a practical and useful guide to situations and policies in our division, you may have questions concerning a situation, decision, policy or procedure in your own or another area. Every day decision-making involves “gray areas” of which you may be unsure.

Division of Housing and Food Service

definition of terms

values

The standards considered desirable.

In situations where violations of standards take place, the following procedure should be followed: Alert the supervisor immediately. Should the problem not be resolved, continue to inform the next levels of supervision.

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DHFS Standards and Ethics Manual commitments

There are five commitments of the Division of Housing and Food Service. These involve student residents, suppliers, employees, the people of the State of Texas and the university in which the organization operates. All employees participate in one way or another in these key areas. The five commitments are:

1

To be attentive and strive to maximize the value, quality and success of the operation.

2

To be the best consumer and emphasize fair competition and long-lasting relationships.

3

To treat everyone fairly and with the dignity and respect due all human beings.

4

To continue pursuing the goal of having a work environment that values diverse cultures and lifestyles.

5

To act as responsible and responsive citizens in a moral, ethical and beneficial manner to the university and the people of the State of Texas.

personal values

In order to fulfill these commitments, it is important for all employees to be: • Dedicated and loyal to our organization and the university • Law-abiding • Honest and trustworthy • Responsible and reliable • Truthful and accurate • Fair and cooperative • Economical in utilizing organizational and university resources Division of Housing and Food Service Revised January 30, 2012 7:11 PM

policies and procedures

The following are guidelines and office policies to assist division staff in meeting departmental commitments. Some of these guidelines and policies are listed in the UT Policy and Procedure manual.

I

Division employees are commiteed to maximizing the value, quality and operation of services for the residents. breaks and lunch periods

Staff are given a lunch period as agreed upon with the supervisor and in accordance with guidelines established by the Office of Human Resources. Staff may take a break of 15 minutes in the morning and afternoon, if time permits. If a pattern of abuse develops, the supervisor will take appropriate disciplinary action up to and including termination. Employees must include travel time to and from lunch locations as their lunch periods. If additional lunchtime is required, prior supervisory approval must be obtained and vacation or comp time must be used.

staff meal plans

Staff Meal Plans are provided to division employees to facilitate interaction with residents, to stay abreast of food program changes, to allow for more efficient use of staff time due to proximity and to bring all staff into the facilities that we operate in order to better understand the full scope of our operation. For this reason, Dine In Dollars sold to division employees are not to be used to purchase food at the two all-you-care-to-eat dining centers for anyone who is not an employee of the division. Staff may use Dine In Dollars for a guest if the cashier is asked to charge the cash price of the meal. They are to be used during and surrounding the hours that staff is working. Abuse of the meal discount can be cause for disciplinary action.

fiscal agents

The Executive Director of Housing and Food Service, Associate and Assistant Directors are Fiscal Agents. Fiscal Agents are responsible for ensuring that finances are handled in a responsible manner. All expenditures must receive the signed approval of the appropriate Fiscal Agent. To ensure accountability, the advisor’s and an officer’s signatures are required for Residence Hall Association accounts and check transactions. Policies and Procedures: DHFS Standards and Ethics Manual

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DHFS Standards and Ethics Manual gifts, prizes, solicitation of gifts

As an organization, our continuing objective is to provide our residents with the highest quality facilities, services and products at the best possible price.

gifts from internal departments

Division employees may solicit gifts from internal service departments or auxiliaries with the approval of their respective Associate/Assistant Director for training and team days, staff competition and unit reward and recognition. Division employees may not accept gifts from external vendors, contractors, or suppliers unless such gifts are specified in a contract or agreement and will be used solely for the benefit of the division.

gifts from outside vendors, contractors and suppliers

gifts from students, parents, hall government or conference organizations

Division employees may accept unsolicited gifts from students, parents, hall governments or conference organizations provided that the gift is valued at or below $50. When division employees are offered a gift from students, parents, hall governments or conference sponsors, they have two options: 1) not accept the gift or 2) notify the supervisor and obtain permission in writing to keep the item.

Division employees may not accept prizes or gifts from vendors, contractors or suppliers for their personal use. “Kick-backs” may not be solicited or accepted.

Division employees may not accept cash gifts (e.g. tips) from students, parents, hall governments or conference organizations.

It is preferred that division employees take external vendors, contractors or suppliers to lunch in one of the division dining centers rather than accepting meals from these individuals or organizations. Guest meal cards for this purpose may be obtained from the Director’s Office. Any exceptions require supervisor’s approval.

gifts to supervisors from division employees

gifts to be used as prizes for student programming

Residence Life staff and Residence Hall Association members may solicit area vendors for prizes that directly benefit student programming and scheduled events. Solicited gifts should not exceed $50 in value unless written approval received from Associate Director of Residence Life. Solicited gifts may not be used for personal or staff gains. Residence Life staff who wish to solicit gifts must obtain written approval to do so from their supervisors. Residence Hall Association members who wish to solicit gifts should obtain approval from their Residence Hall Association Advisor. The standardized solicitation letter should be used for all solicited gifts. Staff and RHA members must not agree to provide a service to the vendor in exchange for the gift. On the day of the event staff may recognize vendors who made contributions. Solicited gifts should not exceed a maximum value of $50. Division of Housing and Food Service Revised January 30, 2012 7:11 PM

Individuals who function in a supervisory capacity should use caution when accepting gifts from persons or groups they supervise. The acceptance of these gifts can create the appearance of unfairness. These gifts should be discouraged on all but very special occasions, such as weddings, funerals and the birth of children. It is not the intention of this policy to interfere with the natural development of relationships, but rather it is intended to prevent any appearance of favoritism. The supervisor of the receiving individual must approve any gifts from employees that exceed $50 in value.

workplace collections for special occasions

Collections for special occasions, such as weddings, funerals and the birth of children may be done in the workplace. These contributions are made on a voluntary basis and anonymously. A suggestion to keep these anonymous is to send around a card for signature and an envelope for donations. This way everyone can sign the card and it is not known who donated. No employee should be made to feel obligated to give. These collections should not be done in advance to accumulate a pool of money to be distributed at another time. Policies and Procedures: DHFS Standards and Ethics Manual

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DHFS Standards and Ethics Manual sales or solicitation by division employees

Division employees may not solicit donations or sell merchandise, raffle tickets, event tickets or any other items in the workplace or on university property. Exceptions include university-sanctioned fundraisers such as the annual Hearts of Texas campaign or other university-sponsored charitable campaigns. Sales or other solicitations outside of the working hours and away from university property by co-workers are acceptable. Supervisory staff should never ask subordinates to purchase anything or donate to any cause. Staff may feel pressure or an obligation to purchase something being sold by a supervisor. The Rules and Regulations of the Board of Regents, Rule: 80103, outlines the university policy on solicitation.

labels from products

Labels may not be removed from university food products by staff for purpose of redemption of good or services.

discarded material

Discarded university materials may not be removed from university property by any employee of the division for personal use. This includes all materials received through the residence hall trash collection system including empty boxes.

previously owned items

Students may give an employee previously owned materials as an expression of appreciation. Employees may accept the item(s) if the student provides a written statement describing the gift. The employee must show the note to the supervisor. The supervisor will approve the disposition of the employee request. The item(s) may then be removed from university property before or after work hours.

surplus food stuffs

The Division of Housing and Food Service does not allow any employees to remove or take away discarded materials from the facilities. At the end of each semester or the beginning of long breaks, the dining centers may have surplus food stuffs left over. This food is fit for consumption but can’t be saved for future use (served to diners) because of division sanitation practices; storage conditions and food perishability. The food may be prepared during the breaks, as staff meals, to support Food Service staff who are in the dining centers doing heavy cleaning and attending professional training sessions. Food not used in this manner may be donated by Food Service to a charitable organization, which in turn takes the responsibility for the food being received and handled properly prior to distribution free of charge to people/organizations in need.

samples, models and demonstration materials

Vendor samples, models, demonstration materials and gifts will not be given to staff for private consumption away from the premises. Requests for food samples should be made through the Purchasing Office. Unsolicited samples will be returned, destroyed or sent to a recognized charitable organization. Requested samples of food and recipe tasting products are to be tested by Food Service staff and management and other test group participants deemed appropriate by the Food Service administration. Student involvement and feedback will be pursued at every possible opportunity. If samples are sent or delivered to an individual or office, they must be destroyed, given back to the vendor, sent to charity, or shared with everyone within the area

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DHFS Standards and Ethics Manual guidelies for the use of division computers

Guidelines for division computer users are designed to establish the basic policy of the Division of Housing and Food Service for the use, protection and preservation of computer-based information systems. The guidelines provide management with a legal basis for action in the event of misuse or loss of university information assets and apply to all operating units within the division and to all information processed by the mainframe and personal computers.

personal phone calls

All employees are required to follow the requirements of UTS165 – UT System Information Resources Use and Security Policy. The following points reflect minor portions of that document:

No personal long-distance phone calls are allowed unless the employee uses their personal long-distance calling card or bills the call to a personal account.

a strong password and do not share tying up the network’s computer 6 Avoid 1 Choose it. Avoid sharing your password with other resources by such activities as game playing

users. Strong Passwords: A strong password is constructed so that another user or a “hacker” program cannot easily guess it. It is typically a minimum number of positions in length and contains a combination of alphabetic, numeric, or special characters.

or other trivial applications, sending excessive e-mail, taking up excessive storage space, printing excessive copies, or running inefficient programs when efficient ones are available.

sensitive to the privacy rights of our 2 Becustomers and staff. Violation of the Family

without the knowledge and permission of your supervisor.

Educational Rights and Privacy Act (FERPA) regulations. Discussion of other’s private information may be grounds for discipline.

3

Use computer resources only for approved business purposes. The use of division resources for personal monetary gain will be subject to disciplinary action up to and including termination.

copy directories, programs, files, 7 Never disks or data installed on division computers

from the job site of any university8 Removal owned computer, program or copy of a

program without written approval of the Associate Director for Administrative Services will be considered theft of university property and may be grounds for termination.

software from the Internet or 9 Downloading the World Wide Web is strictly prohibited

unless directed by the LAN Administrator or is suspected or actual security breaches to 4 Bring part of an existing licensing agreement and free of the attention of your supervisor. charge. Protect computer readable media as if it were 5 a document of the same security classification 10 Category-I Data may not be stored on your computer. For a full list and definition of CAT I data go to: www.utexas.edu/its/policies/ opsmanual/cat-1data.php.

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Local personal calls may be made or received by staff if they are short and infrequent. Abuse of this privilege is to be reported to the employee’s immediate supervisor.

work-related long distance calls

Some staff may be provided with a long distance authorization code, if their jobs require it. The code may only be used for workrelated calls. Outlined below are some important telephone “DOs” and “DON’Ts” for division employees. Use the long-distance telephone authorization code to make divisionrelated business calls. Some examples are calls to current residence hall students, vendors, etc. Do not use the business authorization code to call co-workers at home unless it is a work-related emergency. Review your monthly long distance call log online when you receive your e-mail reminder. Report any unusual activity to your supervisor.

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DHFS Standards and Ethics Manual purchasing

The purchasing policies of DHFS are designed to ensure that the division receives the best values for the dollars being spent while maintaining the required quality, performance and a vendor’s ability to meet delivery schedules. The division follows the highest ethical business standards working both internally with its own purchasing agents and with the University Purchasing Office as it identifies vendor sources, HUB vendors, bid evaluation and selection of bid awards. The division encourages and maintains vendor competition (where appropriate) and observes purchasing regulations mandated at the university, state and federal levels. The Division Office has delegated authority for purchasing whole food and supplies to support Food Service. Supply purchases less than $5,000 may be done with a single phone call, although competitive bids are preferred to receive the best pricing. Purchasing supplies in the range of $5,000 - $25,000 will be processed through UT Purchasing. All non-food equipment, furniture, state contract commodities, electrical appliances and linens are routed through UT Purchasing. Other division staff, i.e., Food Service, Residence Life, Facilities, Organizational Diversity and Development may purchase raw food and supplies using departmental credit cards (ProCards), requisitions or petty cash (Residence Life). Specific dollar limitations vary by department and are set by the individual Associate/Assistant Director. A universal standard of expectation covering all areas is that all purchasing requires appropriate approval. This approval may be extended through delegated authority given to Area Managers, Food Service Managers, and Facilities Managers and Supervisors, and it may also be applied through the issue of specific requests for approval from an Assistant Director, as with petty cash draws utilized by Residence Life staff. All purchases must be related to the business conducted by the division.

ProCard

ProCards may be used with supervisory approval. Log records and receipts must be maintained for each purchase. The ProCard holder must sign the log and or each receipt and turn into DHFS Accounting for processing. Division of Housing and Food Service Revised January 30, 2012 7:11 PM

conference and trade show policy

Employees will follow all policies and procedures as outlined in The University of Texas at Austin Employee Compliance Guide. Employees may attend commercial trade and food shows with written approval from the Executive Director of the Division of Housing and Food Service.

F F F F F

All associated costs will be paid by the division per university policy on travel reimbursement. Employees will not accept any gratuities or gifts, including free beverages, meals or entertainment outside the scope of normal registration. All samples of product must be received by the DHFS Purchasing Office. All samples of product are the property of the division and will remain on campus for proper evaluation. Any entertainment outside of normal registration will be at the employee’s cost.

While attending a commercial or professional conference, staff will not attend any social event hosted by a commercial entity that is by invitation only or by word of mouth invitation. Events must be open to all attendees and included in conference registration.

travel regulations (see University Handbook of Operating Procedures)

University travel regulations are to be followed at all times by staff. If travel expenditures are greater than the allocated budget, the individual incurring the expenditure must pay the amount over the budget. Factual expenses, rather than a per diem rate are reimbursed. Follow the instructions on the Travel Reimbursement Form. If there is a question regarding policy or procedure, the Associate Director for Administrative Services should be consulted. Policies and Procedures: DHFS Standards and Ethics Manual

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DHFS Standards and Ethics Manual awards to employees cash awards

Awards of cash to employees for any amount must be processed through Payroll Services. Cash awards paid to employees must be part of an authorized awards program that has been approved in advance by the vice president. The department must state the frequency, amount, account, nature and selection criteria to be used.

gift certificates and gift cards

Gift certificates and gift cards for any amount are disallowed for employees. These items are taxable to the recipient, and it is administratively infeasible to assess and collect the required taxes and fringe benefits.

merchandise

Employee merchandise awards exceeding a fair market value of $50 must be included in the employee’s taxable income, unless the award is for length of service or for safety achievements. The value is determined by purchase price unless the item has been personalized (inscribed), which will make the fair market value zero. Merchandise awards in excess of $400 given for length of service or for safety achievements must be included in the employee’s taxable income. Length of service or safety achievements awards must also be awarded as part of a meaningful presentation and under circumstances that do not indicate that the payment is disguised compensation. Employee’s UT EID must be included with the payment document that is sent to The Office of Accounting for approval.

use of ProCard

The ProCard may be used to purchase merchandise awards for employees if preferred. Departments must provide a list of amounts and employee UT EIDs to Payroll Services if award is over the $50 fair market de minimus amount or is not a length of service or safety achievement award. Division of Housing and Food Service Revised January 30, 2012 7:11 PM

awards to non-employees

Applies to cash or non-cash awards exceeding a fair market value of $50. The value is determined by purchase price unless the item has been personalized (inscribed), which will make the fair market value zero. Award recipients must provide their permanent mailing a number for issuance of 1099-MISC form for awards that exceed a fair market value of $50. This information must be included with the payment document that is sent to The Office of Accounting for approval. The Procard may be used to purchase gift card/gift certificate awards and merchandise awards for non-employees if preferred. Departments must provide award recipient’s permanent mailing number, VP7 document ID and award amount to The Office of Accounting, Contractor Services (campus mail code K5300) if award is over the $50 fair market de minimus amount. Department must keep a log of cash awards and gift card/gift certificate awards, regardless of amount or method of payment, which includes the awardee’s name, explanation of award and the VP document number. Awards presented outside the United States to non-US citizens/ residents are not reportable, and no tax information is required.

gift certificates and gift cards for student employees

farewell cake policy

For an event honoring Division of Housing and Food Service employees with at least 10 years of service in our division who are leaving employment, DHFS provides one half sheet cake (single layer) with white frosting and burnt orange lettering. DHFS provides 40 plates, forks and napkins along with the cake. Beverages are not provided. The supervisor of the employee makes the request from the staff page on the DHFS Web site at least 7 days in advance of the event and picks up the cake from the Catering Office in Jester. The request form may be found on the Web at www.utexas.edu/student/ housing/forms_public/ cake_request.php.

A gift certificate/gift card can only be awarded to a student who is also an employee if the gift certificate/gift card is awarded based on their role as a student, and it must be awarded in accordance with the non-employee policy. Gift certificates and gift cards are disallowed for student employees if the award is based on their role as an employee. Policies and Procedures: DHFS Standards and Ethics Manual

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DHFS Standards and Ethics Manual

II

Division employees are committed to acting as responsible and responsive citizens in a moral, ethical and beneficial manner to the university and the general public. cash controls

All cash transactions are handled so as to avoid any question of bribery, illegal or improper payments, or any suspicion of impropriety. All cash transactions are recorded according to established policy and are deposited within a 24-hour period. All Cashiers are required to attend a Cash Handling Class that has been approved by the Office of Internal Audits.

time card reporting

Timely and accurate completion of time cards as described by university policies and procedures is essential. All employees shall report the actual number of hours worked or time missed as prescribed by university policy. Reporting of hours not worked but for which pay is received must also be factual and accurate.

confidential information

Information obtained in a staff member’s role should only be shared with appropriate staff members on a need-to-know basis. When staff members question whether information is confidential, they should consult with their supervisor for clarification. Requests for employment references for former or current division employees may only be provided for other University of Texas at Austin departments. Outside requests must be referred to the Records Office at the Human Resources Service Center, and only date of employment, title and salary will be released.

F F

Supervisors should refer the person requesting the reference to the DHFS Human Resources Office to verify dates of employment, salary information and reemployment eligibility. Confidential employee information should never be released.

Division of Housing and Food Service Revised January 30, 2012 7:11 PM

university vehicles

Staff may use university vehicles to conduct university business only. Vehicles may not be used for personal errands.

Supervisory approval is required to use university vehicles for travel outside the Austin city limits. Vehicle sign-out procedures and logs for the use of Division Office vehicles are maintained by the Director’s Office. The policy during lunch/break allows for use of a university vehicle to be moved across campus (from work area) and parked on university property with supervisory approval. Staff must walk to the area (if off campus). Travel time to and from area is included as lunch/break time. The Assistant Director for Special Programs has gasoline credit cards that may be used for authorized trips. Requests to use the credit cards must be made to the Assistant Director for Special Programs. Upon arrival, cards are signed out to the responsible administrator. Credit cards and all receipts for use must be returned within 24 hours of returning from the trip. With supervisory approval, university vehicles may be used to assist Residence Life staff moves between residential areas and when staffing changes require them to change residences.

personal use of university office equipment and materials

For information and guidance, reference University Property Memorandum 6.101 Three examples of unauthorized and improper use of university personnel and property are:

1

Use of university property for the benefit of a business or company in which the employee has a financial or participating interest;

of a university office or 2 Use equipment to make items for sale, or

to perform non-university work for a private concern or for compensation;

of any university personnel, 3 Use supplies or materials for other than official university business.

office supplies

Office supplies provided by the university are not for personal use.

personal revenue-generating interest

Use of university equipment and other resources (including staff time) for personal business purposes is prohibited.

Policies and Procedures: DHFS Standards and Ethics Manual

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3 Resources

In this section

Campus Resources & Contacts............80-82

DHFS Resources & Contacts........................83 My Job on the Web.........................................84 Dine In Dollars....................................................85 Halls and Dining Locations...........................86

Hard at work behind the scenes in Food Service


Campus Resources

In addition to insurance benefits, the university offers a wide variety of services, discounts and benefits to staff members. discounts

help through a crisis

@

@

Various businesses offer discounts to UT Austin staff. Browse through the Employee Discount Program site to find discounts from your favorite businesses, including automotive, food and restaurants, travel, electronics, etc.

web

For more information on discounts: www.utexas.edu/hr/edp

arts and culture

UT staff can check out books and other materials from UT Libraries with a staff ID card. At the four major museums on campus, including the Blanton Museum of Art, staff pay no admission fee. Staff also can purchase discounted tickets to many Texas Performing Arts performances.

@

web

For a list of libraries, centers and museums: www.lib.utexas.edu/help/librarylist.html For more information on Texas Performing Arts: http://texasperformingarts.org

sports and fitness

UT staff members are eligible to purchase a RecSports membership at a faculty/staff rate. Membership benefits include access to 10 facilities with a wide range of features such as indoor and outdoor pools and tracks, weight rooms and state-of-the art equipment. Staff are also eligible to purchase the Longhorn All-Sports Package, for the most economical way to obtain tickets to all regular season home sports events.

@

web

The Staff Emergency Fund (SEF) provides limited financial assistance to staff unable to meet immediate, essential expenses because of a temporary hardship related to an emergency situation. In addition, the Employee Assistance Program (EAP) provides free, confidential counseling for work and non-work issues.

web

For more information on the SEF: www.utexas.edu/hr/current/services/sef.html For more information on EAP counseling: www.utexas.edu/hr/current/services/informational/counseling.html

getting to and from campus

The UT Shuttle System is the largest university shuttle system in the country, with 14 routes and over 7.5 million passengers. In addition, Capital Metro offers a variety of commute options, including MetroBus, MetroRail, and carpool or vanpool programs. UT staff may ride the UT Shuttles and Capital Metro at no charge with a valid UT ID (vanpool fees apply).

@

web

miscellaneous services

UT staff can take advantage of a variety of services available for the campus community, including dead battery and locked car assistance, defensive driving classes, UTPD Lost and Found, seasonal flu shots and the University of Texas Club.

@

web

For more information on campus services: www.utexas.edu/staff/services.php

For more information on the UT Shuttle System: www.utexas.edu/parking/transportation/shuttle For information on Capital Metro: www.capmetro.org

For more information on Rec Sports: www.utrecsports.org For more information on Longhorn All-Sports Package: www.texassports.com/tickets/all-sports-package.html

Division of Housing and Food Service Revised January 30, 2012 7:11 PM

Resources

80


Campus Contacts

Here are some additional numbers and Web addresses for services and information helpful to UT staff. Behavior Concerns Advice Line

Staff Ombuds Office

Human Resources Services

Work/Life Services (Employee Assistance Program)

512-232-5050 www.utexas.edu/safety/bcal 512-471-HRSC www.utexas.edu/hr

University Operator 512-471-3434

512-232-8010

512-471-3366

University of Texas Police Dept. (UTPD) 512-471-4441

Dispute Resolution Office 512-471-6638 or 512-232-2327

insurance contacts Human Resource Services - insurance page www.utexas.edu/hr/current/insurance/

BlueCross BlueShield of Texas (UT Select Medical)

Assurant Dental DMO

800-443-2995 www.assurantemployeebenefits.com/ut/ Group Number: CX86

Medco Health Solutions (UT Select Prescription)

866-882-2034 www.bcbstx.com/ut Group Number: 71778

800-818-0155 www.medcohealth.com Group Number: UTSYSRX

Delta Dental (UT Select Dental) 800-893-3582 www.deltadentalins.com/universityoftexas Group Number: 5968-1701

Superior Vision Services, Inc.

Division of Housing and Food Service Revised January 30, 2012 7:11 PM

800-507-3800 www.superiorvision.com Group Number: 26856

CNA (Long Term Care)

888-825-0353 www.ltcbenefits.com/uts Group Number: 0010025TQ

Dearborn National (Accidental Death & Dismemberment, Short-Term Disability, Long-Term Disability, Term Life) 866-628-2606 www.dearbornnational.com/ut/index.html Group Number: GFZ71778

University Health Services Pharmacy 512-471-1824 healthyhorns.utexas.edu/pharmacy.html

Resources

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Additional UT Resources UT ID card

Your UT ID card is your official employee identification card. All staff members are required to carry their employee ID cards.

what else can your UT ID do for you? Access: Swipe your ID card through the card readers to obtain door access to your work area(s). Dine: Add money to your Dine In Dollars account and use your ID card for a reduced rate at DHFS unlimited buffet dining centers and a 10% discount at all other DHFS Food Service locations.

staff council THE UNIVERSITY OF TEXAS FACULTY AT AUSTIN STAFF 600123 9001234567

LONGHORN, BEVO DIV OF HOUSING & FOOD

Ride: Use your ID card to ride Capitol Metro free of charge. Save: Present your ID card to receive UT Staff discounts on a variety of products and services (to see a list of participating vendors visit www.utexas.edu/hr/edp). Time: If you use TimePro, swipe your ID card at your assigned time clock to record your time. Copy: Use your ID card to make personal copies on campus. Swipe your card, and the cost of copies is deducted from your Dine In Dollars account. If you make copies for DHFS business, use an office machine or talk to your supervisor about how to charge the copies to your unit. You should not make personal copies on campus unless you can swipe your card for payment.

replacement cards

Your first ID card is provided free of charge. However, if the card is lost or damaged due to abnormal abuse (including holes punched), or if a new photograph is requested, a $10 fee will be charged for the replacement card. Please notify your supervisor if you obtain a replacement card (your supervisor will need to submit a request so that your ID card number can be updated in our systems).

Division of Housing and Food Service Revised January 30, 2012 7:11 PM

UT Staff Council (UTSC) is an advisory body comprised of elected representatives from units across campus. The goal of the Staff Council is to promote a positive and collaborative work environment at the university. The Staff Council works with university administration to ensure that staff have a voice at the table. UTSC makes recommendations to university leadership on issues that have an impact on UT staff. The Staff Council provides a vehicle for staff to communicate their interests and concerns. Staff members can submit an official Issue to UTSC for review or can seek out their representative to discuss concerns informally. UTSC tries to focus on projects and Issues that have an impact on a greater number of staff. Individual or office-specific concerns may need to go through other channels to be resolved, but the council can often help staff navigate the bureaucracy on campus to find the assistance they need.

@

web

For more information on UTSC: www.utexas.edu/staff/council/

To find current DHFS Staff Council Representatives: https://utdirect.utexas.edu/pnsc/my_rep.WBX

Resources

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DHFS Resources

Our division offers several resources and services to DHFS employees. Talk to your supervisor or DHFS HR to obtain further information on these programs. library

Books, videotapes, audiotapes, magazines and manuals on topics including diversity, customer service, safety and leadership skills are available for staff to check out at the DHFS Library (room KIN 10).

employee notices

Bulletin boards throughout all DHFS locations contain valuable information and employee notices. Look for job postings, information on federal laws (including Equal Employment Opportunity, minimum wage, and Family and Medical Leave Act information), divisionwide newsletters (including “Misc. Notes” and “Green Scene”) and other important notifications.

translation

DHFS HR provides English/ Spanish translation of oral and written information for native Spanish-speaking staff. Call 471-5031 for assistance.

notary

Notary service is provided to DHFS employees at no charge. Contact the DHFS Human Resources Office for further information.

Division of Housing and Food Service Revised January 30, 2012 7:11 PM

mediation and group facilitation

Mediation and group facilitation services are available within the division to assist in resolving workplace issues.

computer trouble

DHFS Info Systems provides technical support for division-owned computers, printers, cash registers and other devices. For assistance, submit a Computer/Printer Trouble Ticket online at https://utdirect.utexas.edu/hfis/dhfsis_RTSU.WBX .

DHFS contacts Diversity:

Philemon Brown, MBA 512-232-2516 www.utexas.edu/student/housing/diversity

Sustainability Initiatives:

Megan Jones, RD 512-232-5605 www.utexas.edu/student/housing/environment

Employee Relations:

Rianne Brashears, BBA PHR 512-232-2515 Philemon Brown, MBA 512-232-2516

Human Resources:

512-471-5031 www.utexas.edu/student/housing/humanresources

Payroll and Leave Management: Jennifer McClain, BA 512-232-2517 jmcclain@austin.utexas.edu

Report It:

Report Discrimination, Suspicious Behavior / Fraud, Hazard Report / Safety Suggestions www.utexas.edu/student/housing/reports

Safety and Emergency Planning:

Lee Walters, Ph.D 512-232-5354 www.utexas.edu/student/housing/safety

Wellness:

Philemon Brown, MBA 512-232-5695 www.utexas.edu/student/housing/wellness Resources

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Look for the MyJob logo to access the DHFS employee service page.

My Job on the Web

DHFS Employee Services page is a one-stop shop for links to many useful Web-based functions. You’ll find links to your payroll and leave balance information, Dine-In Dollars activity, training records and more.

my job - DHFS employee services

My Job gives you secure online access to your personal employee information and UT and DHFS Web services. Below are some of the featured functions:

dhfs mobile

Stay up-to-date when you’re on-the-go! Smart-phone users can access popular DHFS web content via the DHFS Mobile site.

my UT EID:

Access the EID Self Help if you have forgotten your password or if you need to reset it.

my Dine-In Dollars: dhfs mobile Contacts Bevo Bucks Dining My Housing Maintenance (MRF) News and Alerts

@

web

On your mobile phone: www.utexas.edu/student/ housing/mobile

Division of Housing and Food Service Revised January 30, 2012 7:11 PM

Check your Dine in Dollar balance and view your Dine-In Dollar transactions. You can also add Dine-In Dollars online and then pay online using a credit card, electronic funds transfer or e-Check.

my job:

• Access information about timekeeping, including vacation accrual/carryover schedule, timesheet transactions and leave balances. • Update your employee information (address, phone, e-mail, etc.). • Contact someone in the DHFS Human Resources area with question and/or concerns. • Link to the university’s holiday schedule and the Parking Profile page.

my earnings & tax information:

• View your earnings, tax and paycheck information and download a copy of your W-2. • View a financial summary of all recent payments and bills from the university. • Link to my Paycheck Profile to see and update your paycheck distribution, direct deposit information and withholding allowance for tax purposes.

my verification of employment:

You can print an official verification of employment for mortgage & leasing companies on your own.

my UT benefits & opportunities:

Use these resources to learn about employee discounts, benefits, opportunities and services.

@

web

about my job the DHFS main page : From click Work.Here. Click on

the “My Job” logo to access your employee Web service.

will need to log in with : You your UT EID and password. “Mi Trabajo” : Although is available in Spanish, the linked pages are not translated.

navigation menu

On the left hand side of the My Job page there is navigation menu that provides several other useful links, including: • Human Resources at DHFS • Human Resources at UT • Submit Maintenance Request • Submit a Vending Machine Service Request • Submit a Computer/Printer Trouble Ticket • Mi Trabajo (Spanish)

Access the My Job page directly: www.utexas.edu/student/housing/myjob Resources

84


Dine In Dollars

Dine In Dollars is a no-hassle way for DHFS employees to enjoy food and provisions available at our dining and retail facilities — at a discounted rate! getting started

Some Food Service employees receive meals during their work shifts. Check with your supervisor to see how this affects you before setting up a Dine In Dollars account. To set up your account, visit the DHFS Human Resources office in Kinsolving and ask for the Staff Dining Authorization Form. When you add money to your Dine In Dollars account, you can then use your ID card like a debit card in our establishments and in certain vending machines on campus.

adding money to your account

Log in to the My Job page (see instructions above) with your EID and password. Click on Add Dine In $$$. Select the dollar amount you wish to add. You will be prompted to go to the What I Owe page to pay for the Dine In Dollars. You can pay via electronic fund transfer (EFT), electronic check or credit card. Once you have completed your transaction on the What I Owe page, your funds will be available for use. You may also add Dine In Dollars in person during regular operating hours at Kin’s Market, Jester Second Floor Dining and 40 Acres Bakery. When you leave employment with DHFS, you can request a refund of any outstanding Dine In Dollars balance by completing the Staff Dining Refund Request form.

viewing your balance and transactions online

On the My Job page, look for My Dine In Dollars. Your current balance will be displayed there. From this section, you can also click on View Your Dine In Dollars Transactions for a record of your transactions from the last six months. Division of Housing and Food Service Revised January 30, 2012 7:11 PM

DHFS staff discount meal plan

When you use your Dine In Dollars at our two unlimited buffet dining centers, you pay the same low price as our residents. Check out the price comparison below:

where to use dine in dollars Use your Dine In Dollars at one of the following locations and receive a 10% discount: $ Jester City Limits

2011-2012 meal prices

$ Jester City Market

Kinsolving Dining & Jester Second Floor Dining

$ Freshens (Jester)

Residents & UT Faculty DHFS staff and Staff

Cash Price

Breakfast

$3.68

$4.95

$5.50

Lunch

$4.24

$6.30

$7.00

Dinner

$4.64

$7.20

$8.00

$ Jest A’ Pizza $ 40 Acres Bakery (Jester) $ Jest A’ Texas Store $ Cypress Bend Cafe (San Jacinto) $ Kin’s Market $ Littlefield Patio Cafe

why the discount for DHFS staff? Discounted staff meal plans are provided to division employees for several reasons:

Many vending machines on campus also accept Dine In Dollars (no discount).

• to facilitate interaction with residents • to help staff stay abreast of food program changes • to allow for more efficient use of staff time due to proximity • to bring all staff into our facilities so that they may better understand the full scope of our operation Dine In Dollars sold to division employees should not be used to purchase food for anyone who is not an employee of the division. Division staff wishing to treat a friend, colleague or family member to a meal in our dining centers should ask the cashier to swipe one staff meal and charge the other at the cash price. Dine In Dollars are also meant to be used during and surrounding the hours when the employee is working. Abuse of the meal discount can be cause for disciplinary action. Resources

85


Residence Halls & Dining Locations

The map below highlights our residence halls and dining facilities. Next time you’re hungry, why not try someplace new? Kinsolving Dining Unlimited buffet dining.

Kin’s Market

Snacks, groceries, and UT branded gifts.

Littlefield Patio Cafe Deli, pizza, breakfast tacos, daily specials.

Jester City Limits Food court, open late.

Jester City Market

Convenience store: snacks, groceries, etc.

Jester 2nd Floor

Unlimited buffet dining.

Jest A’ Pizza Gourmet Pizza.

Freshens Smoothies.

40 Acres Bakery

Desserts, pastries, coffee.

Jest A’ Texas Store UT branded gifts.

Cypress Bend Cafe

Grill, deli, salads, snacks and groceries.

DHFS Orientation Manual  

Orientation Manual for the Division of Housing and Food Service