County Executive Matthew Ossenfort Re-Opening ToolKit
County Executive Matthew OssenfortRe-OpeningToolKitThe goal of any reopening plan is to provide a safe workplace foryour employees and customers as everyone comes back online. Thefollowing toolkit can be replicated in all reopening plans, but theyare only a guidelines and in some cases, they are a starting point indeveloping your own reopening plan. Any list outlined below could beexpanded upon to help in the drafting and execution of your reopening.The toolkit will contain tips and recommendations that could help drafta re-opening plan. It will also contain links to informational resourcesand downloadable graphics (like signs, handouts, etc.).
Establish an On-site CoordinatorThis person(s) could do any of the following: help draft a plan, maintain the plan and keep the planup to date on policy changes.How you can select a Site CoordinatorA site coordinator is someone who is responsible, familiar with CDC, State and Localreopening guidelines;This person should be familiar with your organization’s reopening protocols;Ideally this person or people should be a supervisor who has authority to sendemployees home who are exhibiting COVID-19 symptoms outlined by the CDC;Someone who is always on-site to answer questions and make decisions in relation tohealth safety and welfare of employees and the public;If possible establish an Assistant Site Coordinator in the event the Site Coordinatoris unavailable;Some workplaces may need to identify an on-site coordinator for every shift;Be sure to consider any other necessary skills or job position necessary in the selection ofa site coordinator(s) for your business/facility.Note their Contact Info!It is recommended that contact information for all individuals identified as the on-sitecoordinator be included in the plan. This person could be the owner, CEO, manager, humanresource person, a trusted employee etc.How contact information could be formatted for each On-site Coordinator: NameTitleAddressPhone Number (Best phone number this person could be reached at)How to Format the PlanOutline in the plan what is required of all On-site Coordinators. Bulleted lists are an effective wayto communicate the requirements. How contact information could be formatted for each On-siteCoordinator:2
Assess Essential FunctionsIt may be necessary to change your business practices to maintain critical operations (e.g.,identify alternative suppliers, prioritize existing customers, or temporarily suspend some of youroperations if needed). When writing your plan consider the following as a start to your review ofessential functions:How to Format the PlanA list of your essential functions on-site;A list of what functions could be carried out remotely through telecommuting;Identify what operations could be suspended if necessary;Include any other information that will help your business carry out essential functions.ID Alternate Supply ChainsA list of necessary supplies;Note who supplies them, and then list out analternative supplier where possible;Note anything other pertinent information inrelation to your supply chain managementAlso, Consider.Speak with your suppliers about their sickpolicies;Share with your suppliers your responseplans;When in doubt ask and share. Talk withindustry leader and local governmentabout your plans. Share your success andbarriers.Assess Your Personnel PoliciesAssess your personnel and the policies you have in place. This could mean reviewing humanresource policies, sick leave, staffing levels and telecommuting. Some steps when writing yourplan could be:Figure Out WhoList who is essential on-site and their job function;List who could work remotely and their job function;List who may need to be furloughed or laid off in theevent certain operations need to be suspendedduring a stay at home order.3
Reviewing PoliciesWhen writing out any policy updates in the plan. It is recommended to consider the followingHuman resource policies. It is important to follow the Department of Labor recommendationsfound here and the Equal Opportunity Commission’s (EEOC) recommendations found here. Inconjunction with those resources it is also recommended to consider the following:Policy Area IdeasSocial DistancingWash HandsWear Cloth MasksAvoiding touchingeyes, nose, andmouthClean and Disinfectfrequently touchedsurfacesImplementingflexible worksites(e.g., telework)7:15More on Teleworking7:307:458:008:158:308:45Implementing flexiblework hours (e.g.,staggered shifts)Increasing physicalspace betweenemployees at theworksiteCheckout thesafety checklistfrom U.S. Office ofPersonnelManagement forsafety guidelinesto consider here.4
Increasing physicalspace betweenemployees andcustomers (e.g.,drive through,partitions)Implementingflexible meetingand travel options(e.g., postpone nonessential meetingsor events)DownsizingoperationsDelivering servicesremotely (e.g.phone, video, orweb)Delivering productsthrough curbsidepick-up or deliveryDiscourageworkers from usingother co-workersequipment ordesks.NoteAdvise employeesbefore travelingto take additionalpreparations.Consider writingother policies thatmay be necessaryto ensure the healthsafety and wellbeingof your staffRemember alloptions outlinedhere arerecommendations.Not all will applyto your business.5
Tools on How to Create or Update PoliciesWriting Social Distancing GuidelinesEstablish and write in your plan social distancing guidelines for employees and customers/clientsbased on CDC recommendations found here. You can select, or use the considerations listedabove, including any other CDC or EEOC recommendations and write them out in a bulleted list.Then provide more in depth explanations of your policies where necessary.AbsenteeismWrite out how you will operate if absenteeism spikes from increases in sick employees, thosewho stay home to care for sick family members, and those who must stay home to watch theirchildren if dismissed from childcare programs and K-12 schools.Write out a plan monitor and respond to absenteeism at theworkplace. This policy could be done through health assessmentforms found here.Note that the listed essential business functions will still bemaintained, and how it will be maintained when an essentialworker is out.List out necessary employees and their job functions. Write outwhat employees could be cross-trained to perform essentialfunctions so the workplace can operate even if key employees areabsent.LeaveImplement leave and supportive policies and practices and write them into your plan. Whendeveloping this consider and incorporate the following in your plan.Flexible Sick LeaveEnsure that sick leavepolicies are flexible andconsistent with publichealth guidance and thatemployees are aware ofand understand thesepolicies. Consider a leavedonation policy.Follow Public HealthEnsure that sick leavepolicies are flexible andconsistent with publichealth guidance and thatemployees are aware ofand understand thesepolicies.Caring for OthersMaintain flexible policiesthat permit employees tostay home to care for asick family member ortake care of children dueto school and childcareclosures.Non-Punitive LeaveEmployers that do notcurrently offer sickleave to some or all oftheir employees maywant to draft nonpunitive “emergencysick leave” policies.No Validation RequiredConnect to ResourcesEmployers should notrequire a positive COVID19 test result or ahealthcare provider’s notefor employees who aresick to validate theirillness, qualify for sickleave, or to return to work.Connect employees toemployee assistanceprogram (EAP)resources (if available)and communityresources as needed.6
Pre-screen EmployeesWrite a policy in your plan that pre-screens employees and separate employees that are ill. Thispolicy in your plan is recommended to include:Employers should measure the employee’s temperature andassess symptoms prior to them starting work. Ideally, temperaturechecks should happen before the individual enters the facility.Employees who have symptoms (i.e., fever, cough, or shortness ofbreath) should notify their supervisor and stay home.Sick employees should follow CDC-recommended steps.Employees should not return to work until the criteria to discontinuehome isolation are met, in consultation with healthcare providersand state and local health departments.Employees who are well but who have a sick family member athome with COVID-19 should notify their supervisor and followCDC recommended precautions.A resource for a prescreening form can be found here.Telecommuting (Working from Home)It is recommended to develop a telecommuting e commerce plan for your business. Pleaseconsider the following while writing this portion of the plan:Inform employees to follow normal preventive actions while atwork and home, including cleaning hands and avoiding touchingeyes, nose, or mouth with unwashed hands. It may be necessaryto write additional key times to clean hands include:After blowing one’s nose, coughing, or sneezing.After using the restroom.Before eating or preparing food.After contact with animals or pets.Before and after providing routine care for another personwho needs assistance such as a child.7
Facility AssessmentDevelop a list of services and tasks to ensure your business/organization is ready for opening.List all your services that were turned off or discontinued during COVID-19. Identify what needsto be continued. Some items when develop the outline in your plan are:1. Task: Contact servicer toresume services.2. Task: Assess potential damagedue to pests.3. Task: Contact an electrician.Electrical1. Task: Contact servicer to resumeservice.2. Task: Run water through all pipesfor several minutes to check forleaks and remove stagnantWater1. Task: Contactservicer toresume services.2. Task: Develop vendor protocolsto minimize transmission risk.TrashCollectionInternet1. Task: Contact servicer toresume services2. Task: Develop vendor protocolsto minimize transmission risk.LaundryServices1. Task: Contact servicer toresume service.2. Task: Assess potential damagedue to pests.3. Task: check to ensure networkhas the capacity to handle anincrease or implementation oftelecommuting1. Contact servicer to resumeservice.2. Task: Develop vendorprotocols to minimizetransmission risk.JanitorialServicesEstablish ProtocolsDevelop and write in your plan vendor protocols for any services that require in person engagement.A helpful format is a bulleted list, but it is not limited to that style.Including a requirement in the plan that requests health and travelassessments for vendors/contractors coming on-site. A helpfulexample can be found here.Include in the plan how vendors will be notified. Signage, e-mails,phone calls etc.Separate contractors and vendors from the workforce (have themuse separate bathrooms, entrances if possible).Prohibit nonessential vendors and deliveries from entering facility.Create curbside delivery measures where possible.Require deliveries to be dropped outside facility door, eliminatingvendors from entering facility8
Special Protocols for Specific VendorsThere may be certain circumstances where your general protocols are not going to provideadequate protections to the health safety and welfare of your employees and customers. Youmay need to develop specific protocols for some vendors. You may want to create a section ofyour plan that makes note of who these vendors are, and what their protocols may be. Here aresome items to consider:Write a list of vendors that require more specific protocols.Write out the additional precautions in the plan.Depending on the vendor additional PPE and sanitization maybe necessary. An example of an additional precaution could be:1. “Laundry Services, in addition to the general vendorprotocols, we require additionally that laundry servicespersonnel, must wear faces masks and gloves at all timesduring delivery and pick-up of items.”Facility Assessment ChecklistSome facilities during the shutdown, may have been left vacant. It may be important to create afacility assessment checklist to help prevent stoppages to activity in the future. You may want toconsider the following:Pest activity – check for pest droppings or physical damageto facility;Mold growth due to changes in humidity and HVACStructural problems – broken windows, ripped screens,cracked tiles, plumbing;leaks;Test the batteries in your smoke and carbon monoxide detectors.Check the HVAC system and put in a new filter;Thoroughly clean all surfaces and equipment that has notbeen used. See CDC cleaning guidelines;Any other items specific to your facility and operations.9
SanitizationThe extent and manner to which you may execute your sanitization protocols may change. It willbe helpful to review the following surfaces necessary to carry out your functions. This can be donein an outline, checklist format. Though some may not apply, you may also want to include otheritems not appearing in the list following:TablesDoorknobsLight SwitchesCounter topsHandlesDesksPhonesKeyboardsToiletsFaucets and SinksGas PumpHandlesTouch Screens& ATMKeep or Not to Keep? Dealing with Soft Porous SurfacesConsider removing soft porous surfaces like rugs, tapestries, and soft porous seatingareas. Replacing with hard (non-porous) surfaces may be necessary. Soft surfacesmay be harder to sanitize, so this step is worth considering. You could create a bulletedlist your plan that outlines: necessary surfaces, un-necessary surfaces, and what canbe swapped out with a hard non-porous surface. For example: a fabric chair with aplastic or other non-porous hard surface that is easier to clean.10
Sanitization Protocols ChecklistA clearly organized list of what needs to be sanitized and how it is sanitized will add clarity to youplan, and ultimately your staff when implementing new or expanded sanitizing protocols. Youcan follow these recommendations in order, out of order, in part, or create your own organizationmethod based on your business’ priorities. The CDC created a helpful flowchart here. Here aresome additional recommendations:Inside or OutsideOrganize it into whatneeds to be cleaned bysurfaces located “Inside”and “Outside”.Surface TypeHow to DisinfectSort what needs to becleaned by surface type.It is best to follow CDCrecommendations foundhere.Hard(non-porous)Surfaces(tables, plastic chairs, counters,stools,tools).FollowCDCrecommendations here & EPAsupply recommendations here.Hard SurfacesElectronicsWrite an electronics cleaningprocess. This includes but is notlimited to tablets, touch screens,keyboards, remote controls, andATMmachines.CDCrecommendations can be foundhere.SummarizeEquipmentPPEInclude Product ID and QuantityGlovesMasksGownsCoverallsOther necessary PPE itemsWrite out what to howyou want the differenttypes of surfaces to bedisinfected.Soft SurfacesSoft (Porous) Surfaces (fabriccouches, drapes, rugs, etc). Followmanufacturer labels. Write out a listof cleaners you would like used.Here are recommendation from theEPA.LinensLinens, Clothing, and other Itemsthat go in the Laundry. This shouldapply to vendors and employees.Follow manufacturer labels, do notshake items. Follow CDC guidancehere noting these processes in yourplan.SanitizingInclude Product ID and Quantity1. Hand Sanitizer2. Surface Sanitizer (Soap, EPAapproved products)3. Bleach4. Other sanitizing products11
Develop a communicationCommunication to employees, vendors and customers are critical to any successfully executedplan. This would require a clearly thought out plan that will help everyone carry out the appropriatepolicies and protocols set in place. When outlining and writing out this section, it is helpful toconsider the following:Provide internal signage to alert co-workers to use another meansto contact the person (phone, email, text);Post signs on door to instruct customers/ visitors on business’ssafety protocols;Provide remote workers with a list of free resources to stay healthyand active at home (i.e. ergonomic tips, stress-relief tools, fitnessresources);Provide pre-recorded safety training videos for customer-facingactivities;Maintain an up-to-date repository on the company’s sharednetwork that allows employees to access all COVID-19 documents,resources, and company protocol;Training seminars and webinars;Any other communication mechanism that helps update youremployees.Downloadable ResourceClick the icons below for downloadable content.Face coveringsSafely removingface coveringsWhat to do whenyou are sickStay at home youare sickCDCEnteringCenters For DiseaseControl and PreventionPlease readbefore enteringHand WashingMontgomeryCounty Covid19Other CDCPrintables12
Customer Engagement PlanUsing your website, e-mail, social media, TV and newspaper ads to inform the public on yournew policies regarding social distancing and PPE requirements for their business. Some of thebelow items are only for consideration and may not require writing in your plan. A helpful formatis a bulleted list or checklist.CurbsidePickup1. Offer curbside delivery insteadof in store pick up.2. It is recommended to followOSHA guidelines here. Thoughit is for food and beverage.service it is a helpful checklistfor consideration.1. If possible use a loudspeakerto convey policies to yourcustomers.2. Outline a schedule, and developa clear message.LoudSpeakers1. Outline where you want signageto be located.2. Consider high traffic, highlyvisible areas. Near doors, onhighly visible signage, etc.LocateSignageUsepartitionsLocate where floor decals arepossible to help customers gaugeappropriate distancing.Floor DecalsConfigure partitions with a passthrough opening at the bottom of thebarrier in checkout lanes, customerservice desks, and pharmacy andliquor store counters as a barriershield, if possible.Use every other check-out lane toaid in distancing if and wherepossible.Every otherCheckoutMoveElectronicPayments1. Move the electronic paymentterminal/credit card readerfarther away from the cashier ifpossible.2. Considertakingpaymentsdigitally (PayPal, Venmo, ApplePay) or over the phone.3. Write in the plan that physicalcash payments are a last resort.Traffic Flow1. Write and plan for the controlthe flow of traffic into theestablishment.2. Also write if necessary a newmaximum capacity is to beimplemented.Shift primary stocking activities tooff-peak or after hours whenpossible to reduce contact withcustomers.AdjustRestockingScheduleSanitaryS Items1. Provide tissues and no-touchdisposal receptacles for use byemployees and customers.2. Provide sanitizing wipes inpublic areas for customers andemployees.13
County Executive Matthew Ossenfort20 Park StreetFonda, New York 12068
resume services. 2. Task: Assess potential damage due to pests. 3. Task: Contact an electrician. 1. Task: Contact servicer to resume services. 2. Task: Develop vendor protocols to minimize transmission risk. has Task: Contact servicer to resume services 2. Task: Develop vendor protocols to mi
An Old Parable - Matthew 22:1- 14 Caesar’s Silver - Matthew 22:15- 22 The Core - Matthew 22:23-46 Seven Woes - Matthew 23 The Mount of Olives – Prophecy - Matthew 24:1-44 Three Parables of the Resurrection - Matthew 24:45- 25:30 Sweet and Terrifying - Matthew 25:31- 46 Devotion and Be
OFFICE of the EXECUTIVE County Annex Building, 20 Park Street P.O. Box 1500, Fonda, NY 12068-1500 Phone: 518-853-4304 Fax: 518-853-8220 Matthew L. Ossenfort, County Executive Email: ce@co.montgomery.ny.us Nancy Szczepanik, Executive Secretary Email: nszczepanik@co.montgomery.ny.us
Hidden Treasure - Matthew 13:44 Psalm 40 Pearl of Great Price - Matthew 13:45-46 Psalm 84 The Net - Matthew 13:47-50 Psalm 91 The Heart of Man - Matthew 15:10-20 Psalm 57 The Lost Sheep - Matthew 18:10-14 Psalm 18 The Unforgiving Servant - Matthew 18:23-35 Psalm 105 Laborers in the Vineyard - Matthew
Sep 20, 2015 · 21. Matthew 6:19-24 Treasures in Heaven May 22 42 22. Matthew 6:25-34 Anxiety May 29 44 23. Matthew 7:1-6 Judging June 5 46 24. Matthew 7:7-11 Ask, Seek, Knock June 12 48 25. Matthew 7:12 The Golden Rule June 19 50 26. Matthew 7:13-14 The Narrow Gate July 3 52 27. Matthew 7:15-20 Fruit July 10 54 28.
English Standard Version (ESV). At the end of each lesson, a Scripture Memory text is given . LESSON 5: Matthew 5:38-6:24 LESSON 6: Matthew 6:25-7:29 LESSON 7: Matthew 8 LESSON 8: Matthew 9 . LESSON 25: Matthew 26:47-27:31 LESSON 26: Matthew 27:32-28:20 09 114 122 130 138 146 154 162 1
6 NEW TESTAMENT Matthew - Holy Week: Day by Day [Rhythm Story], 58 Matthew 1:18-25 - Jesus: Born in Bethlehem [Rhythm Story], 37 Matthew 2:1-12 - The Wise Men: Magi Seek Messiah [Rhythm Story], 38 Matthew 3:1-17 - John the Baptist: Messenger of the Messiah [Syllable Story], 40 Matthew 4:18-19 - Peter: Chosen and Called [Rhythm Story], 41 Matthew 6:9-13 - The Lord’s Prayer: Learn the Lessons .
thew, study the three parts of Matthew 25, focus more closely on elements of Matthew 25:31–46, and consider the Matthew 25 vision and its three focuses as a way to live as Christ calls us to in Matthew 25:31–46. [See part 3 of the leader’s guide for descriptions of the three focuses of the Matthew 25 vision.]
Any dishonesty in our academic transactions violates this trust. The University of Manitoba General Calendar addresses the issue of academic dishonesty under the heading “Plagiarism and Cheating.” Specifically, acts of academic dishonesty include, but are not limited to:
