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Employers will need to consider what supplies may be needed to facilitate a smooth return to work, keeping in mind the CDC guidelines, as well as applicable state and local return to work orders. For example, Delaware is requiring that employers provide employees with a face covering to wear while working in areas open to the general public and areas in which coming within 6 feet of other staff is likely. Thus, employers should pre-order (taking shipping time into consideration) necessary or required products, which will likely include hand sanitizer, paper goods, sanitizing wipes, bottled water, face masks, gloves, etc. Special cleaners may need to be ordered, and personal protective equipment (gowns, gloves, masks) may be needed for any individuals who clean or remove trash. Depending on what state and local governments require, preparations for medical testing, such as electronic or sanitary thermometers, should be considered. In addition, employers should monitor what may be required for on-site COVID-19 testing and/or antibody testing. Employers should consider what supplies will allow employees to minimize time spent in common areas. Additionally, individual workspaces should be prepared with necessary supplies to eliminate the need for employees congregating in a supply room. Employers may want to implement a bring-your-own-refrigerated-lunchbox policy to limit use of common refrigerators. Employers will need to determine if changes need to be made regarding lactation rooms to ensure strict compliance with thorough sanitization protocols. Employers will also have to consider adding additional hand washing stations. Finally, employers should prepare signage and other instructions for employees and visitors to their facilities to avoid any confusion related to containment practices upon reopening.

It depends. Employers should analyze whether certain workplace modifications are required to maintain social distancing and compliance with other government-issued guidelines. If returning a single department, unit or group is a priority, employers need to consider whether they should implement new seating or work arrangements.

The ADA and Rehabilitation Act, as well as their state and local counterparts, continue to apply during the time of the COVID-19 pandemic, but they do not interfere with or prevent employers from following the guidelines and suggestions made by the CDC or state or local public health authorities about steps employers should take regarding COVID-19. Employers should remember that guidance from public health authorities is likely to change as the COVID-19 pandemic evolves. Therefore, employers should continue to follow the most current information on maintaining workplace safety.

To avoid staffing shortages or prolonged employee absences, employers may consider partnering with the union to inform employees that the employer is maintaining a safe work environment in accordance with relevant federal, state and local guidelines. However, employers should be mindful that changes to working conditions to maintain a safe work environment for recalled employees, such as increased use of personal protective equipment or staggered work shifts, are mandatory subjects of bargaining. Accordingly, before implementing such safety protocols, employers must give unions notice and an opportunity to bargain over these changes. For more details on mandatory bargaining in this situation, please see the next question.

The Food and Drug Administration (FDA) has posted several temporary policy bulletins regarding food safety considerations related to the pandemic, including regarding food labeling requirements; growing, harvesting, packing, and holding produce and other perishable goods; and packaging and labeling eggs. The FDA has also published a best practices guide for restaurants during the pandemic. In addition to following FDA and local health department rules, restaurants should consider the following:

Personal health and beauty retailers, such as hair and nail salons, barbershops, day spas, massage therapy centers, yoga studios, and fitness centers have special considerations because of the personal nature of the services provided, which often involve close contact with their customers. Many states and localities have issued guidelines for such close-contact personal service providers, and employers will have to comply with applicable state and local directives. The actions personal care service providers should prepare to take include the following:

Personal health and beauty retailers should take additional precautions related to cleaning and disinfecting shared equipment in accordance with CDC and OSHA guidelines. Spas and beauty salons should clean and disinfect shared tools, such as scissors, combs, brushes, nail polish bottles, files, and nail trays after each use. In addition, spas and beauty salons should consider using disposable plastic wraps or liners over manicure and pedicure bowls, whenever possible.

Some states, such as Texas, have issued guidelines that include protocols for retailers to adopt to protect at-risk customers, such as dedicating a certain period of time each day for only at-risk customers, or delivering purchased goods to vehicles to reduce the need for at-risk customers to enter a store. In addition to complying with all applicable state and local directives, retailers should consider providing dedicated in-store visit hours for individuals at higher risk of severe illness from COVID-19. If possible, retailers should also consider offering personal shopping appointments (in person, or virtual) for high-risk customers, allowing them to shop for merchandise via videoconferencing technology or with only a limited number of individuals in the store.

System-level O&M Manuals. Organizations that require a higher level of O&M information beyond the typical vendor equipment documents should ensure sufficient funds are set aside and appropriate scope/content/format requirements are identified during the planning stage. It is important to analyze and evaluate a facility from the system level, then develop procedures to attain the most efficient systems integration. System-level manuals include as-built information, based on the maintenance program philosophy. O&M procedures at the system level do not replace manufacturers' documentation for specific pieces of equipment, but rather supplement those publications and guide in their use. For example, system-level troubleshooting will fault-analyze to the component level, such as a pump, valve or motor, then reference specific manufacturer requirements to remove, repair, or replace the component. Documentation should typically meet or exceed client or commercial standards, such as ASHRAE Guidelines (e.g., Guideline 4-2008 (R 2013) Preparation of Operating and Maintenance Documentation for Building Systems) for format and content, and be tailored specifically to support the Owner's Maintenance Program (MP).

Training programs should be reviewed at least annually and whenever changes are planned for equipment or new facilities. In addition to regular assessments of the O&M staff's technical abilities concerning existing equipment, the staff should always be included throughout new project development efforts by design teams. The O&M staff can provide valuable inputs to match the workforce's abilities and training plans with any new equipment. The O&M staff is usually one of the best sources for input on how an existing facility is performing, and they can provide insight into how new equipment will be incorporated into facility maintenance programs. The staff may not always understand the underlying cause of a building problem, but they can identify areas that receive repeated attention in efforts to correct a long-standing condition. O&M staff inputs can guide designers to address these areas in renovation and equipment upgrade projects. A simpler equipment solution should be pursued if the needs of specific equipment cannot be addressed long-term with available labor resources due to technological levels.

Newly elected President George Bush appointed Elizabeth Hanford Dole (1989-1990). Dole had held several high government positions and was the wife of Senate Republican Leader Robert Dole. While Dole resigned in 1990, she set the main policies which guided the Department until the end of the Bush Administration. She was succeeded by Lynn Morley Martin (1991-1993). Martin was a former school teacher who had gone into electoral politics, serving ten years in the U.S. House of Representatives.

The Department followed a more activist approach to workforce issues than it had during the Reagan Administration. OFCCP undertook a "Glass Ceiling" initiative to reduce barriers to advancement by women and minorities within corporations. OSHA and MSHA issued final standards on air quality and other hazards and assessed record penalties for violations of safety and health regulations. Dole helped broker a settlement of the protracted Pittston coal mine strike in southwest Virginia. A Secretary's Commission on Achieving Necessary Skills was appointed which prepared national competency guidelines to improve the education and skills of American workers and JTPA amendments were enacted to target training resources toward the neediest. The first raise in the minimum wage in over a decade was enacted, accompanied by a special sub-minimum youth training wage, long opposed by Democrats.

Devising a budget process that examines the organization's priorities, and using it to produce an accurate, balanced budget for the coming fiscal year will help you keep control of the organization's finances, and will help guide the work of the organization. A rational and accurate budget will allow you to give accurate reports to funders and to spend their money as you have promised. And it will give you clear guidelines about what you can spend and when.


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