LOS ANGELES COUNTY
IT Guidance in a Post-COVID-19 World A Department Head's GuideÂ
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LOS ANGELES COUNTY INFORMATION TECHNOLOGY RECOVERY WORKGROUP Selwyn Hollins, Director, Internal Services Department William Kehoe, Chief Information Officer Workgroup Co-Leads Dean Gialamas and Ellen Alty, Internal Services Department
Auditor-Controller
Internal Services Department
Karen Loquet
Benny Chacko Frank Cheng
Chief Executive Office
Jac Fagundo
Lillian Russell
Tri Le Eric Sasaki
Child Support Services Department
Stephanie Todd
Dean DeGruccio
David Wesolik
County Counsel
Office of the Chief Information Officer
David Ruan
Ralph Johnson
John Wei Probation Department Department of Health Services
Robert Smythe
Kevin Lynch Public Defender Department of Public Social Services James Blunt
Published July 2020
Mohammed Al Rawi
TABLE OF CONTENTS Prologue......................................................................................................................i Introduction...............................................................................................................ii How to Use This Guide.............................................................................................iii
Re-Imagining Business Processes While Re-Inventing the Customer Experience Bringing Customers Back to the “New” Workplace..........................................2 Virtual Collaboration (Meetings and Interactions)...........................................3 Virtual Call Centers...............................................................................................5 Digitizing Workflows.............................................................................................6 Using e-Signatures to Digitize Workflows..........................................................7 Investing in Remote Access.................................................................................8 Budgetary Concerns and Cost Considerations.................................................9 Re-Imagining Customer and Employee Experiences......................................10
Supporting and Managing Your Workforce Telework Policy Considerations........................................................................13 Telework IT Support...........................................................................................14 Productivity, Performance Metrics and Reporting.........................................15 Who Makes a Good Remote Worker?..............................................................16 At-Home Tips and Training for a Remote Workforce.....................................17 Accessibility Options and Equipment...............................................................18
Elevating Cybersecurity Controls Why is it Cybersecurity Important?.................................................................20 Accelerate Mandatory Training.......................................................................20 DOs and DON’Ts................................................................................................21 Distribution and Storage of Sensitive Information.......................................22 How To Promptly Report Security and Privacy Incidents.............................23 Devices and Connectivity: Legal Considerations...........................................24
Implementing Telework and Connecting Remote Service Delivery Tools Mobility in the Workplace...............................................................................26 Connecting Safely to the Internet..................................................................28 Connecting to the County Network...............................................................29 BYOD: Bring Your Own Device.......................................................................30 Tips for Shared Workspaces...........................................................................31
PROLOGUE The coronavirus pandemic created new, unforeseen challenges for every industry imaginable, and government is certainly no exception. Although Los Angeles County had shared office pilot programs in place prior to the COVID-19 shutdown, telework was also being utilized by over 5,000 employees from 21 departments who were teleworking an average of 1.4 days per week, according to County Rideshare records. But no one would have predicted the massive workplace shift that occurred after the Safer at Home and Safer at Work orders were issued in March 2020. The County workforce, comprised of 110,000 employees, went from several hundred staff members relying on remote technical capabilities to over 40,000 employees depending on a virtual office connection. As of July 2020, we are working toward reopening businesses and repopulating offices but, with concerns about personal and public safety, technology will be relied upon even more than before. As public servants, we need to develop innovative ways to deliver services, particularly to the most vulnerable populations. Â
This guide was created by the LA County Return to Work IT Recovery Workgroup and was designed specifically for department heads with a simple, infographic-rich format with jargon-free information technology (IT) advice for the post-COVID-19 workplace. Â
We hope you find this guide valuable and that it becomes a tool you rely upon to improve the delivery of your services to the communities which we are all so honored to serve.
Selwyn Hollins, Director Internal Services Department William Kehoe, Chief Information Officer County Executive Office July 2020
INTRODUCTION
What Does LA County Look Like in a Post-COVID-19 World? Imagine 60,000+ teleworking employees, virtual meetings and client interactions, mixed-use and shared workspaces, electronic forms and digital signatures, elimination of printed paper and desktop computers, reductions in County vehicles and building leases, less traffic and a reduced carbon footprint, data-driven analytics, business automation and augmented intelligence, remote civic engagement via mobile devices, and so much more. Over the course of a weekend, County departments were forced to implement new strategies for serving citizens and fulfilling our missions with a remote workforce, and it likely won't be temporary. Telework will be a fact of life for many departments for months to come, and perhaps well into the future, depending on business needs. LA County will depend upon innovative technology adaptations and changes to business processes, crucial to collaboration both internally and across department lines, to manage our programs and workforce effectively, and to efficiently serve constituents. This will be further challenged by looming financial obstacles, but with so many of our residents depending on our services, we must be resilient. How can department heads and executive management adapt their organizations to get there? We've identified four areas that LA County leaders should incorporate into business decisions: Re-Imagining Business Processes While Re-Inventing the Customer Experience Supporting and Managing Your Workforce Elevating Cybersecurity Attention and Controls Implementing Telework and Connecting Remote Service Delivery Tools This guide is designed specifically with you, as department heads, in mind. The simple, graphic-rich format provides jargon-free advice and insight to help you and your organizations survive the chaos, empower your staff, and arise resilient in turbulent times. We hope this becomes a frequently used reference for you and your team.
IT Guidance in a Post-COVID-19 World A Department Head's Guide Â
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How to use this guide. 1. Do Not Read This Guide This Guide is NOT a report. It is not intended to be read cover to cover. It is intended to be a quick reference. Find the topic that interests you, and read the one or two page infographic for awareness and guidance.
BudgetBudget Impact Impact
Implementation costs areare low, Implementation costs low, moderate, or high investment moderate, or high investment
Technical Complexity
Technical Complexity
Implementation requires little, Implementation requires little, moderate, or advanced moderate, or advanced technical knowledge or or skill technical knowledge skill
Adoption Effort Effort Adoption
2. Use the Icons for Guidance
adoption implementation will StaffStaff adoption ofofimplementation be easy, moderate or difficult will be easy, moderate or difficult
3. Seek Resources for Next Steps When you are ready for the next steps, then refer to your IT leadership or to Internal Services Department for guidance.
IT Guidance in a Post-COVID-19 World A Department Head's Guide Â
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Re-Imagining Business Processes While Re-Inventing the Customer Experience
IT Guidance in a Post-COVID-19 World A Department Head's GuideÂ
Bringing Customers Back to the “New” Workplace
For more info: Eric Sasaki esasaki@isd.lacounty.gov
RE-IMAGINING BUSINESS PROCESSES WHILE REINVENTING THE CUSTOMER EXPERIENCE The novel COVID-19 outbreak has strained County operations, and the current economic situation will impact revenues for years to come. If there’s any upside to the crisis, it’s this: The shutdown and stay-at-home orders have provided department heads a stage to flex their technology muscle and get back to business. Now, ideas like disruption, innovation, and creativity are the keys to success.
Departments need to break down traditional paper and in-person processes and maximize the utilization of technology to ensure we're moving as quickly as possible to serve the needs of our constituents – remotely and safely.
TOOLS FOR THE NEW NORMAL As businesses start the phased transition to reopening, County leaders are struggling to find a new way to serve our communities. Many government employees will continue to work remotely, which is unleashing an effort to enhance processes including:
Utilizing cloud-based collaboration tools (Cisco WebEx, Microsoft Teams) that shift the way government communicates and collaborates Tackling long-deferred projects to reduce deferred technical costs Instituting best practices with digital tools depts have been slow to adopt Creating remote (teleworking) teams for essential operations
A BETTER WAY TO EMPOWER CHANGE The virus has pushed utilization of newer tools such as automation, augmented intelligence and reality, remote video collaboration and call center operations to change the way local government approaches problems, and that has long-term ramifications for those who work for us as well as for those we serve.
Constituents are used to consuming technology from 5 p.m. to 9 a.m., using mobile devices for everything from shopping and dining to social media conversations. Now, government needs to engage the same constituents from 9 a.m. to 5 p.m. via mobile-friendly methods.
Being thrown into a new work reality has also forced previously tech-averse employees to get on the bandwagon and enthusiastically embrace these new tools. Departments are learning to listen to constituents, and each other, in new ways to acquire innovative, low-cost, high-impact tools in the current economic downturn, while effectively practicing physical distancing. IT Guidance in a Post-COVID-19 World A Department Head's Guide
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VIRTUAL COLLABORATION Meetings and Interactions with Staff and Communities
For more info: Fernando Roeder froeder@isd.lacounty.gov
RE-IMAGINING BUSINESS PROCESSES WHILE RE-INVENTING THE CUSTOMER EXPERIENCE
Unified Communications is a term used for various types of modes of interaction and collaboration between team or community members.
This
includes audio, visual, email, instant messaging, file/screen sharing and so much more. Team collaboration is people-centric, allows for fast and convenient communication, which improves overall efficiency, and helps teams and communities complete tasks faster.
Office 365 is designed to consolidate a set of communication and collaboration tools that helps the County remain productive and secure - anytime and from anywhere.
Creating a "Perimeterless" Virtual Workplace Office 365, for which the County has had an enterprise license agreement since 2014, includes email (Outlook), productivity applications (Word, Excel, PowerPoint), note taking platform (OneNote), secure cloud storage (OneDrive), and a unified communication and collaboration platform (Teams, which replaced Skype for Business). Teams is a cloud-based collaboration tool that combines other Office 365 tools within a virtual meeting platform. These workspaces fuse conversations with the related tasks, content, and applications that team members need in order to get the job done. Reliance on new team and community collaboration methods will reduce the need for paper and face-to-face interactions making work more automated and seamless.
Adoption Tip!
Use an incremental adoption and deployment approach when using Microsoft Teams to ensure IT support has time to prepare and employees are not overwhelmed. The goal is to minimize complexity in early stages of deploying Microsoft Teams. Work with ISD and Office of the CIO to define a deployment framework that breaks capabilities into manageable phases: Phase 1: Utilize Basic Productivity and Collaboration Tools (Office 365) Phase 2: Add Teams Calling and Virtual Meetings (Teams Voice and Calendar) Phase 3: Finalize Collaboration with Full Teams Collaboration (Teams Channels and Files)
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DEPLOYING MICROSOFT TEAMS
continued from previous page
Microsoft Teams is available to all County employees and does not involve new licensing or server infrastructure. External voice calling can be integrated into Teams at similar costs to your existing phone service. Department leaders can decide the scale, adoption speed and scope of how Teams is used by your workforce and with your communities. TIPS FOR GETTING STARTED Ensure that formal training and self-help resources are available and socialized through the organization with employees Provide mid-managers and first-line supervisors with talking points on the goals, business value added and the positive impacts to employees and constituents Launch a champion program consisting of “power users” acting as local mentors and coaches to create excitement and act as resources for others Examine email-distribution lists and assess which might be best served by shifting to a Teams collaboration workspace Encourage staff to use Teams for direct messaging and ad hoc audio, video, and online meetings Capitalize on the seamless ability to use Teams without disrupting the use of other meeting solutions (e.g., Cisco WebEx) Create an online discussion forum for employees to ask questions and connect with colleagues to exchange ideas and experiences
C REA TE A C OM M U N IC A TION PLA N THA T FOC U S ES ON B U S IN ES S IM PA C T A N D V A LU E
IT Guidance in a Post-COVID-19 World A Department Head's Guide
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DEPLOYMENT OF
VIRTUAL CALL CENTERS
For more info: Nancy Burnette nburnette@isd.lacounty.gov
RE-IMAGINING BUSINESS PROCESSES WHILE RE-INVENTING THE CUSTOMER EXPERIENCE
Virtual, or cloud-based, call centers (such as AWS Connect or Cisco Contact Center) are easy to use and easy to deploy. All functions are hosted within the vendor cloud, so there's no need to purchase servers or hardware. And since it's based in the cloud, calls are easily handled with a desktop browser and PC headset, which allows for deployment anytime and anywhere.
SUBMIT ISD SERVICE REQUEST (SR) Requesting Department submits a Cherwell Service Request for a virtual call center.
TEAM CALL When the ISD Communications Services Analyst (CSA) is assigned, the customer, the engineering team, and vendor engineers (as available) will schedule a kick-off team call.
CONVENE DESIGN MEETINGS
to discuss:
Call center design, features, costs, metrics, reporting, etc. Customer requirements Hardware requirements for call center agents Demonstration of basic call center functionality Discuss vendor and third-party staff augmentation services (if needed)
TEST CALL CENTER CREATED After approval to proceed, customer creates a vendor account and provides access to ISD in order to build/design
ISD ENGINEERING TEAM BUILDS CALL CENTER ISD PROVIDES AGENT AND MANAGER TRAININGS IT Guidance in a Post-COVID-19 World A Department Head's Guide
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DIGITIZING WORKFLOWS
For more info: Ivan Pacheco ipacheco@isd.lacounty.gov
RE-IMAGINING BUSINESS PROCESSES WHILE REINVENTING THE CUSTOMER EXPERIENCE
THE CASE FOR DIGITIZATION To effectively telework, employees need access to digital documents and the ability to digitally sign documents with an automated workflow process. When documents aren't digital and reside in a filing cabinet at a County facility, they aren't accessible to remote workers and prevent the processing of critical customer transactions and services, thus constraining the vision of telework.
The County has a culture of accumulating, filing, and retaining large amounts of paper requiring space for filing cabinets and archives for storage. The inefficiency of employees having to search for documents in filing cabinets versus retrieving a digital copy is significant, and it slows down the processing of internal and customer service transactions. Many internal County purchasing, contract, and legal documents require a pen-and-ink signature by policy and practice. This "ink" requirement constrains the efficient processing in areas like purchasing, contract finalization and services to the public, and can be replaced, with legal binding authority, by digitized workflows and electronic documents.
REPLACING THE PAPER-BASED BUSINESS MODEL
HIGH IMPACT
Departments can move critical business processes from a paperbased, manual process to a digital workflow complete with digital signature capability for all approval requirements. The process improvements should also include digitizing paper files so they can be easily searched and retrieved by employees remotely. This will enable a more efficient teleworking environment for employees, reduce space needs in County facilities, create automated workflows and better customer service. Remember to refer to your document retention policy and work with County Counsel before engaging in any digitizing or document destruction.
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Using e-SIGNATURES For more info: Jonathan Won jwon@isd.lacounty.gov
TO DIGITIZE WORKFLOWS
RE-IMAGINING BUSINESS PROCESSES WHILE RE INVENTING THE CUSTOMER EXPERIENCE There are two types or categories of e-signatures: 1. A certificate-based digital signature is a type of e-signature that complies with the strictest legal regulations and provides the highest level of assurance of a signer’s identity. A digital signature can be certified, authenticated and has an audit trail. For contract year one, a digital signature is $0.60 per signature. 2. An electronic signature is a type of e-signature that indicates acceptance of an agreement or a record. It does not have authentication or certification though it can be tied to an employee's County Active Directory credentials for authentication. This is a zero-cost solution and may even be utilized in Adobe Reader without licensing fees. ISD completed an Enterprise License Agreement (ELA) with Adobe, Inc. in June 2020 that includes digital signature capabilities. The ELA remains open to any department that wants to join this program. As of July 2020, sixteen departments have opted for the paid version.
Electronic signature: an electronic symbol attached to a contract or other record used by a person with an intent to sign
Digital signature: guarantees that an electronic document is certified and authenticated
BOTH ELECTRONIC AND DIGITAL SIGNATURES ARE BINDING While wet signatures can easily be forged and tampered with, electronic signatures have built-in layers of security and authentication, along with courtadmissible proof of transaction. Electronic signatures also come with a record that serves as an audit trail, including the details of when it was opened, viewed and signed. If one of the signers disputes their signature, the audit trail is available to all participants in the transaction and can resolve such objections.
More detailed certificates of completion can include specific details about each signer on the document, including timestamps, the signer’s IP address and other identifying information. Once the signing process is complete, all documents are digitally sealed to indicate the e-signature is valid and the document hasn’t been altered since the signing date.
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INVESTING IN
REMOTE ACCESS
For more info: Robert King rking@isd.lacounty.gov
RE-IMAGINING BUSINESS PROCESSES WHILE RE-INVENTING THE CUSTOMER EXPERIENCE
REMOTE AND MOBILE TECHNOLOGY INVESTMENTS Investments in employees’ remote access is a critical component for business continuity, especially with unplanned operational changes such as the COVID-19 pandemic or natural disasters. These sudden changes have an immediate impact on budgets but can create cost efficiencies in the long run if implemented, not only as a fit-gap for the crisis, but also as a reusable, long-term and sustainable model. Use the opportunity to solve the crisis AND think about the future innovation you need to improve future business processes.
Most County IT organizations have done a great deal to enable some form of “work at home” capabilities. Departments need to institutionalize remote working and increase resiliency and cybersecurity during the pandemic and after reopening. This pandemic is accelerating the deployment of secure, smart workspaces and remote work technology investments. Departments should measure the operational readiness to conduct business remotely for each function within the organization. A larger population of the workforce is working some days outside of the office; continuing to purchase stationary desktop computers prevents Departments from reaching greater remote working capabilities. Departments should prioritize laptop purchases to allow for remote work business transformation.
MORE LAPTOPS - FEWER DESKTOPS In the last Countywide PC refresh (April 2020), the amount of laptops purchased averaged 25% of the overall spending for replacement computer systems. Lack of investment in laptops prevents digital transformation and prevents Departments from conducting business in a mobile or remote manner - whether in a crisis or for future business operations. Departments should prioritize laptop purchases (and even laptop rentals!) over desktop purchases. For laptop purchases or rentals, refer to the Consolidated Computer Purchase Program at https://lacounty.gov/ccpp/
IT Guidance in a Post-COVID-19 World A Department Head's Guide
HIGH IMPACT 8
BUDGETARY CONCERNS AND COST CONSIDERATIONS: Department-specific variables
For more info: Stephanie Todd smtodd@isd.lacounty.gov
RE-IMAGINING BUSINESS PROCESSES WHILE RE-INVENTING THE CUSTOMER EXPERIENCE
WHO PAYS FOR: THE HOME INTERNET CONNECTION?
HOME OFFICE ERGONOMIC ACCOMMODATIONS?
Home Wi-Fi costs are not reimbursed
Your team should work closely with employees
and are at an employee’s expense.
who require special equipment assigned due to
The County does allow for a portion
a reasonable accommodation or interactive
of personal cell phone reimbursement
process. Consider that some employees may
in limited cases where it is needed to
not be viable candidates for remote working
gain internet access.
and may be better accommodated in the office.
IS THERE A HOME OFFICE STIPEND? The County doesn't have a stipend program for home offices. Employees, in consultation with their tax advisor, may be able to claim a home office deduction on their Federal and/or State Income Taxes.
WHO MANAGES UPDATES TO AN EMPLOYEE'S PERSONAL COMPUTER? The technology to support a Bring Your Own Device (BYOD) program will be available by Fall 2020, as allowed by each Dept., and will allow unmanaged PC devices to gain access to County applications and files while ensuring secure remote access.
ADDITIONAL EQUIPMENT OR SUPPLIES?
SOFTWARE USE?
Any additional special equipment or
Any additional software should be accessed on
supplies should be assessed by
a case-by-case basis. Most software is already
each department to determine if
available to employees on a web browser,
there is an appropriate need for it.
which does not require loading any software.
NOTE: ISD Purchasing is currently negotiating with vendors to provide County employees discounted pricing on office chairs and sit/stand desks The overwhelming value to both the County and employees can ultimately outweigh initial costs that departments will incur. Significant infrastructure cost savings, consolidation of real estate holdings, hoteling options and remote working can reduce budgets but also improve employee satisfaction and lower attrition! IT Guidance in a Post-COVID-19 World A Department Head's Guide
HIGH IMPACT 9
RE-IMAGINING CUSTOMER AND EMPLOYEE EXPERIENCES
For more info: Contact your HR Team
RE-IMAGINING BUSINESS PROCESSES WHILE RE-INVENTING THE CUSTOMER EXPERIENCE Telework offers advantages to County constituents and employees, but there are potential disadvantages including the risk of feeling isolated, stressed, anxious, lonely, depressed, as well as a negative perception regarding emotional interactions and team unity. Pre-COVID-19, physical presence was the main source of daily human interaction for employees and those we serve. But, especially now that the coronavirus has sent staff to remote work locations, it’s important to find new methods for human connection. Regardless of the extent of telework happening in your department, a major aspect of our "new" environment will involve a hybrid of on-site and remote experiences.
It’s important to consider the impact of a mobile workforce on your employees’ and customers' well-being. Departments should adjust technologies and work practices to compensate for the potentially isolating and anonymizing effects of telework.
“HOW ARE YOU?”
ENCOURAGE BALANCE
Technology makes it easier to connect and shift between topics, but telework can turn meetings into transactions rather than interactions. Take a moment for social exchange before “getting down to business.” With heightened concerns about health and safety, we can appreciate others genuinely asking about our family’s welfare.
It’s easy to burn out while teleworking as work and personal life balance blurs. Checking email after hours and feeling like there are “no days off” can affect mental and physical health. Departments should establish expectations that help maintain the balance that all employees and customers deserve. Consider enforcing quiet periods, such as settings that mute notifications after-hours.
DON'T RELY ON "E-SUPERVISION" OR "E-SERVICE" Remote check-in and electronic documentation systems and status reports exclude the interpersonal cues we need to understand the full range of service satisfaction and well-being. Intent or tone is either completely missing or can be easily misinterpreted through written communications. Departments should incorporate regular person-to-person touch points by video or in-person, as appropriate.
CAMERAS ON! Encourage meeting participants to activate their web cameras. This provides critical non-verbal feedback and cues (e.g., head-nodding) to everyone and enhances the human interaction. If cameras aren't on, ask participants to upload a profile photo that includes a headshot rather than a generic profile icon.
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RE-IMAGINING CUSTOMER AND EMPLOYEE EXPERIENCES ENCOURAGE KUDOS
NETWORKING TIME
Implement a “kudos” program that recognizes
instances
teamwork
between
(CONTINUED)
of
good
peers
and/or
Open virtual meetings before the start time or build in a few minutes at the beginning for informal socializing
customers, which is well-suited for
as participants filter into the meeting.
both virtual and in-person meetings.
BE MINDFUL OF INCLUSION Treat everyone as part of the team, regardless of participant location. It's less likely for remote participants to be introduced or be asked to contribute than those who are inperson. The meeting host can encourage participation from those who are not in the room by pointing out tools such as “raise your hand” that allow participants to request to speak.
CREATE CONNECTIONS Encourage
connections
Some collaboration tools provide visual
between employees and clients with
indication of user status or presence (e.g.,
ice-breakers
away, in a meeting). This allows for more
exercises
emotional
UTILIZE "PRESENCE"
to
or
other improve
team-building feelings
of
productive collaboration and indicates
belonging. This can be incorporated into
subconsciously that there's a human on
meetings or done as a separate activity.
the other end of the virtual connection.
FREQUENTLY REMIND STAFF OF RESOURCES The Headspace meditation app (https://work.headspace.com/lacdmh/join) and the County's Life Assistance Program (800-538-3543) are just a couple of the resources available to address the impact the pandemic and changes in the way we work that have an affect on our well-being.
The County Department of Mental Health supports the wellbeing of LA County employees with ways to navigate through these difficult times. Do not hesitate to encourage employees to reach out to the 24/7 ACCESS line at (800) 854-7771.
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Supporting and Managing Your Workforce
IT Guidance in a Post-COVID-19 World A Department Head's GuideÂ
TELEWORK POLICY CONSIDERATIONS
For more info: Mark Colton mcolton@isd.lacounty.gov
SUPPORTING AND MANAGING YOUR WORKFORCE Remote work has been crucial in continuing business operations, but without a telecommuting policy, distractions can mount and productivity can suffer. An effective policy clearly defines what is expected of employees and tracking of productivity.
TELEWORK CONSIDERATIONS INCLUDE: Which positions or functions are telework-eligible Being specific about expectations and requirements Training managers with tools to set employee benchmarks Outlining tools and cybersecurity safeguards employees must use for computers and cell phones whether County or personally owned
GUIDANCE FOR TELEWORK GUIDELINES Telework guidelines during the pandemic may help support social distancing to reduce the spread of COVID-19. Telework guidelines also support other considerations related to infection control protocols, including underlying health conditions, quarantines and self-isolations, risk factors and family care needs. Moreover, effective telework guidelines during the pandemic may also set the stage for more permanent telework and remote work opportunities in the future. Telework should be offered as a management option; it is not a universal employee benefit. Telework can be offered as a permanent, semi-permanent, temporary or limited-term option within departments.
OPTIONS FOR TELEWORK POLICIES Clearly state the effective dates, especially if the telework policies are temporary or limited-term (e.g., for the duration of the County COVID-19 emergency) Expressly state that this is not an employee benefit as stated in Board Policy 9.090 Create a process for a request AND approval system to ensure rules are in place and agreed upon Create an employee "Telework Acknowledgement" document that clearly documents agreements in place using language from the County's Telework Program Procedures (last revised January 2020) Depending on operation needs, create options for employees to select a "Telework Schedule Option" to identify the days the employee will report to the job site or workplace and which days the employee will telework or work remotely Create a "Telework Performance Review" so each employee receives regular reviews (e.g., monthly) to determine that performance expectations are met for teleworking to continue
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TELEWORK IT SUPPORT
For more info: Jasna Lukin jlukin@isd.lacounty.gov
SUPPORTING AND MANAGING YOUR WORKFORCE IT support for a remote workforce refers to the resources available for resolving technical issues that employees may encounter and is essential to ensuring employee success and productivity. This includes the help desk, self-service portals and self-help documents. Departments can share IT support resources that are available by creating a simple “How To” guides for accessing IT support services.
A SUPPORT GUIDE FOR THE REMOTE WORKFORCE SHOULD INCLUDE: IT Help Desk phone number(s) and hours Self Service portal web address FAQs for common issues, telework technologies available, user guides, etc. High-level overview of the support process to set expectations of response
SELF-EMPOWERMENT When offices closed and staff went remote during the pandemic, the surge in demand for help desks, required replacing IT support that can't handle demand surges with digitally-enabled, elastic service models for fluctuating demand.
Leverage what you already have and incrementally enhance and evolve the support offerings by introducing digitally-enhanced channels that bring people together. Get the right information to the right people at the right time and combine two of your most valuable assets: employees and institutional knowledge, creating a force multiplier that expands the remote-worker support capacity.
A knowledge-backed, digital self-service channel empowers and equips teleworkers to solve their own IT service-related issues - which allows them to bypass long wait times AND reduces help desk requests!
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PRODUCTIVITY,
PERFORMANCE METRICS
For more info: Chris Pailma cpailma@isd.lacounty.gov
AND REPORTING
SUPPORTING AND MANAGING YOUR WORKFORCE Develop and use performance metrics, tools, and dashboards to monitor telework, alternate, and non-traditional work schedules, workload distribution and office coverage. These will help departments and management staff implement best practices for the new work environment. For example, the new ISD Telework/CheckIn App tracks self-reported location, teleworking status, and daily tasks performed by employees, where Managers can view info such as: % workforce working remotely vs. onsite % workforce at high risk working remotely vs. onsite % of workload related to COVID-19 activities categorizations of self-reported staff work
The “EASY 8” for Optimum Performance Monitoring Be responsive and set an example for direct reports and colleagues Set clear expectations for job standards and evaluate employees by reasonable, measurable work units
Track productivity by achievement with pre-defined goals Set a regular check-in via video / screen-sharing with all team members to discuss projects, performance and telework dynamics
Agree upon clearly defined objectives and action plans
Monitor performance and hold all employees accountable
Keep a file of accomplishments to document the progress and effectiveness of the telework program
Stay connected and establish clear vehicles for communication with all employees 15
IT Guidance in a Post-COVID-19 World A Department Head's Guide
WHO MAKES A GOOD REMOTE WORKER?
For more info: Contact your HR Team
SUPPORTING AND MANAGING YOUR WORKFORCE
To create a baseline for targeting your teleworking population, these questions can help assess
which employees are good candidates to telework? Questions to define telework under crisis conditions
Has the employee agreed to work and perform their duties remotely in an emergency? Is the job critical in a business continuity context?
Would they need to report immediately or eventually to an emergency workspace? Would they be able to work without office equipment? Where would the employee go for local support?
How quickly can the work environment be backed up and restored? Do they have dependable internet connectivity and phone coverage to be able to conduct business remotely?
Do they require specific, dedicated equipment that may not be feasible to be mobile/portable? Would they be able to find connectivity?
IT Guidance in a Post-COVID-19 World A Department Head's Guide Â
Questions to define telework under normal situations (post-pandemic)
How long can the job be performed without an office presence? Can the user's progress and results be evaluated remotely? Can the job be performed with remote access and equipment? Can their work attendance/ presence be evaluated remotely? Can sensitive information be protected and preserved? Are remote work requirements affordable and feasible? Are there any other location dependencies for the job?
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AT-HOME TIPS AND TRAINING FOR A REMOTE WORKFORCE
For more info: Stephanie Todd smtodd@isd.lacounty.gov
SUPPORTING AND MANAGING YOUR WORKFORCE All employees who wish to participate in telework are required to complete a 30-minute County Telework Training course. There are separate sessions, accessed through LearningNet/Saba, for the employee (teleworker) and supervisor (telemanager). Courses cover the basics of telework, reporting and time coding.
Various training resources exist for remote access options, collaboration tools, how to be more productive working remotely, and other job-related knowledge and skills
CONNECT LA COUNTY Use Connect LA County for remote access options, collaboration tool guides, training links and telework tips
Access Connect at http://connect.lacounty.gov UDEMY Over 3,000 courses on topics that help employees be more effective and better prepared to achieve their career goals
Access Udemy at https://employee.hr.lacounty.gov/udemy-learning
TIPS FOR AN AT-HOME WORKFORCE Improving home internet speed Physically move your router: the more central, the better Use an Ethernet cable: A wired connection is preferable over a wireless connection Switch to a different WiFi channel: If you have nearby neighbors with routers using the same WiFi channel, congestion could occur Reduce the number of devices on or using your network: Unplug anything connected but not needed Upgrade your router or add a Wi-Fi extender or repeater
IT Guidance in a Post-COVID-19 World A Department Head's Guide
How to deal with internet outages Restart your router Report to your service provider Use a mobile phone as a hotspot
At-home investment ideas Noise-canceling headphones or earbuds Comfortable chair and workspace Password-protect your WiFi
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ACCESSIBILITY OPTIONS AND EQUIPMENT
For more info: Fernando Roeder froeder@isd.lacounty.gov
SUPPORTING AND MANAGING YOUR WORKFORCE ACCESSIBILITY CONSIDERATIONS The Americans with Disabilities Act (ADA) does not require an employer to offer a telework program to all employees. However, if an employer does offer telework, employees with disabilities must have an equal opportunity to participate. This determination should be made through an interactive process between the employer and the individual, which begins with an employee request informing the employer of a medical condition that requires a change in the way a job is performed. The employer may select any effective accommodation, even if it isn't the one preferred by the employee. Equal Employment Opportunity Commission: (202) 663-4691, or visit the EEOC's website Job Accommodation Network (JAN): 1-800-526-7234, or www.jan.wvu.edu/soar -- a free service that offers employers and individuals ideas about effective accommodations
EQUIPMENT ASSESSMENTS TO BECOME TELEWORK-READY Front-end equipment: includes laptops, headsets, mobile devices, portable printers, scanners Back-end infrastructure: includes departmental (hosted) applications that are maintained by County staff such as document management systems, network/shared drives and work order and process management systems. It is crucial to assess a department's readiness for accessibility of hosted applications remotely. Front-end equipment for increasing mobility can be budgeted based on typical unit costs: Laptops/Tablets Avg. user $1,000, Power User $2,000 OR consider a county-approved laptop rental program - $69/mo with a minimum six month commitment Add'l equipment Docking station $200, Displays $250-350 Training on remote working software (Video, SSLVPN, etc.) no cost online Remote use software (SSLVPN and z-Scaler) ISD-provided at no or minimal cost Security patching ISD-provided at no additional charge for hosted agencies For back-end system analysis, the department's IT should collaborate with ISD to conduct assessments on VPN and network readiness to ensure sufficient resources are available for connecting the front-end mobile devices to the back-end systems.
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Elevating Cybersecurity Controls
IT Guidance in a Post-COVID-19 World A Department Head's GuideÂ
WHY IS CYBERSECURITY IMPORTANT?
For more info: Ralph Johnson rjohnson@cio.lacounty.gov
ELEVATING CYBERSECURITY CONTROLS The County moves in the direction of teleworking Department head and employee awareness of rigorous cybersecurity practices are critical to keeping the County safe. Most of the County’s security controls have been built around employees working in County facilities using secure networks, and County-issued devices are protected by security controls.
The number of teleworking employees increases exposure As the amount of employees teleworking increases, so does the number of devices using networks unprotected by County security protocols. Controls must be adjusted for this shift. The most effective means is through educational programs to bring awareness of these threats to the workforce. It's important that executive leadership embrace and model good security practices and set expectations on how to securely work in remote environments.
Teleworking exposes the County’s data to new threats Teleworkers may have County data on unknowingly insecure devices. If unauthorized individuals get access to sensitive data, it can lead to loss of info and create significant liability costs. With existing Office 365 collaboration tools such as SharePoint, OneDrive, and Teams, employees can have direct, secure access to info and data while maintaining County control. (For other cloud and non-County provided solutions, your Departmental Information Security Officer should review prior to use.)
ACCELERATE MANDATORY TRAINING Cybersecurity training reduces the risk of being tricked by phishing or social engineering methods that unknowingly serve as entry points to County data. Cybersecurity training can also provide knowledge that is not only critical for work life but also beneficial for home and personal life. County Board Policy states, “each County Department shall ensure that its employees participate in the countywide Information Security awareness training program.” The Office of the Chief Information Security Officer has purchased training content and email phishing simulation from KnowBe4, consisting of nine core modules (total time: 1 hour) to ensure employees obtain awareness of threats and how to address them.
IT Guidance in a Post-COVID-19 World A Department Head's Guide
Department heads are encouraged to rapidly accelerate course completion to ensure that our entire workforce, whether working in the office or remotely, has the tools and knowledge to prevent cybersecurity risks to the County. Today's training investment can save the County millions of dollars in impact and harm tomorrow.
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FREQUENTLY REMIND STAFF OF THE BASICS
DOs
AND
For more info: Sladjana Markovic smarkovic@isd.lacounty.gov
DON'Ts
ELEVATING CYBERSECURITY CONTROLS AVOID PHISHING
If you DON'T recognize the sender or are not expecting an email, DON'T OPEN IT - DELETE IT
Always verify the details of the message before responding Hover over the web link before clicking to see if it takes you to the correct site (on mobile, tap and hold link to preview address)
If you are unsure, DON'T open the message and report it by clicking “Report Phishing CRISI” button (Outlook Home tab)
HOME WIRELESS NETWORK Change the default administrator password to your Internet router or wireless access point with passwords that are long (use letters, numbers and symbols) or use a passphrase
DON'T allow devices you can't trust to connect to your wireless network, and require a STRONG password to connect to your home network
Protect your network by changing the default broadcast or network name for your wireless routers, making it harder for attackers to know what type of equipment you have
DON'T neglect to ensure your home wireless network is WPA2 encrypted, which also requires a password, ensuring the info transmitted is protected
PASSWORDS, DEVICES AND BACKUP Use a password manager, a security program that securely stores your passwords, and enable two-step verification whenever possible
DON'T use the same password for all of your devices and online accounts
Know what devices are connected to your wireless home network and make sure they're all trusted and secure
DON'T overlook the security of your devices: change any default passwords and enable automatic updates
For most computers, you may have to purchase some type of backup software or service, which are relatively low-priced and simple to use
DON'T forget to perform regular backups of any important information
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DISTRIBUTION AND STORAGE OF SENSITIVE INFORMATION
For more info: Doug Tsuyuki dtsuyuki@isd.lacounty.gov
ELEVATING CYBERSECURITY CONTROLS
CONSIDER POLICIES ON THE DISTRIBUTION AND STORAGE OF SENSITIVE INFORMATION Do not download files or documents to non-County computers. Keep files ONLY on a County server and support the use collaboration tools like OneDrive, SharePoint and Teams. Ensure remote and telework staff have minimum security requirements for home computers to access the County network using Zscaler: Make sure you have Windows 10 (PC) or iOS 10.14 (Mac) or greater Maintain latest virus definitions Keep minimum standard firewall settings at all times Only use approved email apps for reviews and replies on smartphones; do not download files and maintain all email data within the app, which can be secured by each Department’s IT If your department does not allow personal devices to connect to the County network through VPN, use Remote Access through AppStream
Department Heads should work with their CIO, IT Manager or with ISD to ensure that sensitive and protected information is not inadvertently stored on non-County devices. Your CIO, IT Manager or ISD can help you with crafting policies and implementing training to protect your Department!
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HOW TO For more info: Doug Tsuyuki dtsuyuki@isd.lacounty.gov
PROMPTLY REPORT
SECURITY AND PRIVACY INCIDENTS ELEVATING CYBERSECURITY CONTROLS If you suspect that your account or network security has been compromised, IMMEDIATELY follow these steps!
CONNECT TO THE COUNTY NETWORK To open a Countywide Reporting of Information Security Incidents (CRISI) ticket on the Self Service Portal, you MUST be connected to the LA County network
ACCESS THE SELF-SERVICE PORTAL Access the Enterprise Self-Service Portal (http://myselfservice.lacounty.gov) and click the “Security” tile to open a CRISI ticket
REPORT AND CLASSIFY Click “Select Security Service” button from the list, then select “Reporting Information Security Incident” and choose a classification category that best fits what you are experiencing
DESCRIBE AND SUBMIT Enter an accurate description of the problem and provide pertinent information; record your ticket number and the Departmental Information Security Officer (DISO) or designated support staff will respond to your ticket
OR
Call the ISD HelpDesk Customer Assistance Center directly at (562) 940-3305
For questions or to report a privacy incident, contact the Privacy Hotline at 213-974-2164 or Privacy@ceo.lacounty.gov IT Guidance in a Post-COVID-19 World A Department Head's Guide
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DEVICES AND CONNECTIVITY: LEGAL CONSIDERATIONS
For more info: Ralph Johnson rjohnson@cio.lacounty.gov
ELEVATING CYBERSECURITY CONTROLS COUNTY-OWNED DEVICES No expectation of privacy is conveyed to employees concerning their activities related to the use of County information assets, including anything they create, store, send or receive. Access and use may be monitored or investigated by authorized personnel at any time, without notice or consent, and are subject to CPRA (California Public Records Act request) and eDiscovery (request for information in an electronic format) requirements.
PERSONAL DEVICES AND SERVICES Per the California Supreme Court, the presumptive right of PRA access extends to emails and texts sent or received by agency employees and relate to public business, whether on private or government-issued devices. "Communications related to the conduct of public business do not cease to be public records just because they were sent or received using a personal account." These records are subject to disclosure if in agency’s actual or constructive possession, and writings retained by a public employee conducting agency business has been retained by the agency within the meaning of the CPRA. Employees should ensure that all work-related communication through a personal account or device are forwarded to the employee’s County systems. Access of a personal device or email account is unlikely due to privacy concerns; however, a County employee would be asked to search their personal accounts and devices if the County receives a CPRA or eDiscovery request. It is the employee’s responsibility to conduct these searches, as the County will never search your personal accounts or devices. Personal devices, may however, be subject to confiscation under a search warrant by an investigating law enforcement agency.
All County employees must acknowledge and adhere to the County Information Security policies, standards, and procedures, and sign the County's "Agreement for Acceptable Use and Confidentiality of County Information Assets" acknowledging their responsibilities under the policy.
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IT Guidance in a Post-COVID-19 World A Department Head's Guide
Implementing Telework and Connecting Remote Service Delivery Tools
IT Guidance in a Post-COVID-19 World A Department Head's GuideÂ
MOBILITY IN THE WORKPLACE
For more info: Eric Sasaki esasaki@isd.lacounty.gov
IMPLEMENTING TELEWORK AND CONNECTING REMOTE SERVICE DELIVERY TOOLS Through the Office of the Chief Information Officer (OCIO), a strategic vision has been created to envision a County using increased collaboration with modern technology and supporting a more mobile workforce with anytime, anywhere access by employees and those we serve. The residents of Los Angeles County increasingly want to engage with their Government virtually using their mobile device anywhere at any time. Residents are on the move and have busy schedules, and don’t want to take time off from work and drive to a County location to perform a transaction. They want to engage with Government the same way they engage with their bank, retail store, or food service – online not in line. The more the County has information and transactions available via mobile channels the greater the constituent engagement and satisfaction.
HIGH IMPACT
HOW TO BRING "MOBILE-FIRST" TO LA COUNTY All new network installations and new facility lease agreements will require a “Wi-Fi First” network infrastructure and wireless connections
Departments should emphasize the priority use of wireless and remote services to create a "mobile-first" culture
Departments should support wireless end-user devices including "softphones," laptops, tablets, and wireless printers for future purchases
Departments should support a mobility culture that encourages alternate work locations, telework and alternate work schedules
For departments with existing infrastructure, an assessment can be made to make sure the location has adequate wireless bandwidth
Departments should support Unified Communications tools such as video conferencing, video chat, instant messaging and wireless voice services
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MAXIMIZING EXISTING MOBILE DEVICE DEPLOYMENT WHILE REDUCING EXPENSES
For more info: Stephanie Todd smtodd@isd.lacounty.gov
IMPLEMENTING TELEWORK AND CONNECTING REMOTE SERVICE DELIVERY TOOLS Mobility is being spearheaded by County departments such as ISD and the CEO's Office of the Chief Information Officer, and is supported by both the Technology and Business Management Councils. One main objective is to “increase the purchase and use of laptops and tablets to enable employee mobility.” Each department is advised to work with their departmental CIO (DCIO) and administrative deputy to establish a multi-year plan to phase out desktop computers in order to create a mobile workforce that can work anywhere, anytime.
Understanding the budget constraints on purchasing new equipment, departments should look for ways to maximize the utilization of their existing laptop inventory and reduce other expenses to allow for new laptop purchases.
MAXIMIZING MOBILE DEPLOYMENT Hardware re-deployment – issue only a single laptop to employees that are on the move, and only a desktop computer for employees working solely from a stable, fixed location
If an employee’s own home computer meets County security requirements (ask your information security officer) consider not issuing a computer to the employee at all
Consider working with CEO Real Estate to determine potential budget savings by reducing current office space or offering hoteling space to other departments
Review annual equipment expenses such as maintenance agreements as well as software licenses to determine if actual usage warrants your amount of licenses
Reduce costs by eliminating fax lines and switching to e-fax or scanned documents; also reduce printing units or switch to lower-capacity devices
Re-examine staff cell phone distribution most personal plans include unlimited calls and data, so consider a BYOD (Bring Your Own Device) policy for your department
Find significant cost savings by disconnecting landline phone services Microsoft Teams provides built-in phone features, eliminating the need for monthly landline expenses
Shop your own inventory - departments may already have slightly-used but perfectly functioning keyboards, mice, monitors, and cell phone to re-deploy
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CONNECTING
For more info: Jasna Lukin jlukin@isd.lacounty.gov
SAFELY TO THE INTERNET
IMPLEMENTING TELEWORK AND CONNECTING REMOTE SERVICE DELIVERY TOOLS Whether working from home or another remote or off-site location, employees must always use a private, secured network (one that requires a password). If employees utilize the proper security and connection software, the County network can be accessed safely from anywhere, anytime, on any internet-enabled device, whether the device is County-owned or personally-owned.
THE SAFE WI-FI CONNECTION
Apple iOS
PCs
Make sure WiFi is on, then choose a secure network on the menu bar
Select the network icon on the taskbar to choose a secure network
WHAT SAFE LOOKS LIKE
WHAT UNSAFE LOOKS LIKE
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LOS ANGELES COUNTY MOBILITY For more info: Stephanie Todd smtodd@isd.lacounty.gov
CONNECTING
TO THE COUNTY NETWORK IMPLEMENTING TELEWORK AND CONNECTING REMOTE SERVICE DELIVERY TOOLS
Instruction guides for these tools can be found at http://CONNECT.LACOUNTY.GOV
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BYOD:
BRING YOUR OWN DEVICE
For more info: Fernando Roeder froeder@isd.lacounty.gov
IMPLEMENTING TELEWORK AND CONNECTING REMOTE SERVICE DELIVERY TOOLS BYOD policies encourage employees to use their own devices (smartphones, laptops, tablets) for work communications, in addition to or instead of Countyissued devices. In the past, governments prohibited the use of personal devices as a way to minimize risk, but this is ineffective and potentially perilous since employees inevitably use their own devices for business, and efforts to prohibit it can leave you unprepared to meet regulatory compliance reviews or e-discovery requests. Remember to carefully consider any new devices introduced to your organization's ecosystem, such as device types, hardware management, operating systems and third-party software service providers. Creating a BYOD policy for employees helps ensure that communications are captured and archived. In addition to significant cost savings, employees get the freedom to work when, where and how they prefer.
Creating a BYOD Policy Utilize mobile device management technology (MDM) to create a virtual partition in each device that separates work data from personal data
Determine which devices will be permitted and supported and which types of company data people will be able to access
Determine which employees will be permitted to use their own devices and why
Enforce strong and multi-layered data protection practices
Require employees to agree with acceptable-use terms to connect with your department’s network
Clearly state the County's right to access, monitor and delete County information from employee-owned devices
BYOD doesn't mean personal activity is automatically subject to review. With MDM technology, employees are informed what info the County will collect and how/why it will be used. Government-related data remains protected and controlled, and can be wiped clean by IT if the employee leaves the organization (leaving personal email, apps and photos untouched) or the device is stolen or lost. IT Guidance in a Post-COVID-19 World A Department Head's Guide
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TIPS FOR
SHARED WORKSPACES
For more info: Contact your HR and IT Team
IMPLEMENTING TELEWORK AND CONNECTING REMOTE SERVICE DELIVERY TOOLS Desk-sharing is an alternative approach to the more traditional method of permanently assigned seating, also known as hoteling (reservation-based) or hot desking (not reservation-based)
DESK RESERVATIONS AND STORAGE Desk reservation software shows how, when and by whom spaces are used. Track the real-time success of hot desking strategies. Provide employees with a safe place to store their belongings and work tools overnight.
ADDRESS IT ISSUES IMMEDIATELY Maintenance strategies are crucial help to keep hot desking areas fully functional and clean. Be prepared to address any malfunctions quickly and effectively; don’t let productivity come to a sudden halt!
EQUIPMENT REPAIRS Have a clear policy in place to deal with equipment replacement and repair, and ensure it remains a priority once implemented. Let employees know how to easily report wearand-tear or damage, preferably through a dedicated work order tool.
SANITIZING YOUR COMPUTER Turn off and unplug computers before cleaning, keep liquids to a minimum when cleaning keyboards and mouses, and make sure to dry them thoroughly. Wear disposable gloves and use alcohol-based wipes or sprays containing at least 70% alcohol. Follow CDC guidelines.
CLEANLINESS POLICIES Provide cleaning wipes to be used at the start and end of each day and discourage eating at desks (unless medically necessary). Enforce cleanliness policies to help your employees feel at ease in any new space to create a more positive and health-conscious atmosphere.
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