December 18, 2020

COVID-19 Relaunch

PLAYBOOKMoving forward together safely

V 3.0

Including COVID-19 Workplace Relaunch PLANNER - APPENDIX Iand APPENDICES II - VIII (New)

Current as of:

1. USING THISPLAYBOOK 6

2. PREPARING TORETURN 8

3. PREPARING THEFACILITY 11

Table of Contents

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Considerations for Leaders (REVISED) a. Guiding principles and decision making processb. Government guidelines and the AHS Relaunch Plannerc. Staffing and capacity planning

i. Determine your operational needsii. Determine space constraints and scheduling options

Considerations for Leaders (REVISED) a. Space management (REVISED)b. HVACc. Procedures for tenantsd. Cleaning and disinfection requirements

i. Staff cleaning responsibilitiesii. Workstationsiii. Hand sanitation station requirementsiv. Office furniturev. Replacing office furniture

e. Signage (REVISED)f. Using the elevatorg. Transparent barriers at workstationsh. Break rooms and food servicei. Washrooms and showersj. IT infrastructure and business continuity (REVISED)k. Parking (REVISED)

4. PERSONALPROTECTIVEEQUIPMENT 17

5. PREPARING OURPEOPLE 19

a. Fit for work screeningb. Travel arrangements and vacationc. Working at multiple sitesd. Travel between facilities (REVISED)e. Travel in vehicles (including fleet or rental vehicles)f. Managing work location requests (REVISED)g. Managing individual accommodation requests (REVISED)h. Managing refusal to return or unsafe work refusalsi. Classroom and in-person trainingj. In-person computer classrooms (NEW)k. Room layout options (REVISED)l. Communicating with staff who are returning to the workplace (REVISED)

i. Help them feel safe (REVISED)

a. Using PPE (REVISED)b. Ordering PPEc. Storing PPE

a. Introductionb. Guidelines for your relaunch decision making

THANK YOU 5 Dr. Verna YiuAHS President & CEO

Table of Contents (continued)

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6. MANAGING REMOTEWORKERS 28

a. Requirements and guidelines for working remotely (NEW)b. Working alone - staff working remotely (NEW)

i. Handling injuries at home that happen during work hours (NEW)ii. Hazard identification for home locations

(with ergonomics checklist) (NEW)iii. Ergonomics at home (NEW)

c. Setting remote workers up for successd. Communicating with remote workers

ii. Confirm work expectationsiii. Help rebuild connectionsiv. Communicate safety protocols and expectationsv. Recognizing staff (NEW)

m. Communicating the return to work plan to the union

7. RESOURCES FORSTAFF 31

a. Working together to stop the spreadi. Safe work practicesii. Hand hygieneiii. Physical distancingiv. Cleaning and using common areasv. Sharing equipment and stationeryvi. Visitors

b. Supporting our safety culturec. What to do if you have symptoms after your flu shot (NEW)d. Back to school (NEW)e. Working remotely (NEW)

8. FEELING SAFE IN THEWORKPLACE 34

a. Taking care of our mental health (REVISED)

9. SUPPORTING OURRELAUNCH 36

a. Identifying a relaunch ambassadorb. How relaunch ambassadors help

i. Communicationii. Engagementiii. Facility preparedness

APPENDIX I 38 COVID-19 Workplace Relaunch Planner

APPENDIX II 43 Space Capacity Constraints and Management Options (REVISED)

APPENDIX III 45 Supports for Leaders

APPENDIX IV 47 Alternate Workplace Arrangements – Job Function Analysis Tool

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APPENDIX V 49 Process Improvement Workshop Offering

APPENDIX VI 50 Relaunch Planning Roadmap - Scenarios for Leaders

APPENDIX VII 51 Temporary AWA Ergonomics Resources (NEW)

APPENDIX VIII 52 Recognizing Our People During COVID-19 (NEW)

Table of Contents (continued)

Dear AHS leaders and staff,

The COVID-19 pandemic has reshaped many aspects of our lives, including how we do our work. I am so proud of the way our people have risen to the challenges of responding to this pandemic and I want to thank everyone for their hard work and dedication over the past several months.

As we move towards a relaunch – for those who are returning to the workplace and those who continued to work on site throughout our response – we know the fight is not over and that we must remain vigilant. We have developed this playbook to inform our leaders and staff of the measures that have been implemented to prevent the spread of COVID-19 in our hospitals, clinics and offices.

We are in this together through every step of our response. It is important you feel supported, healthy and safe in the workplace, so you can strive to be your best every day.

Relaunch will look different for everyone, but we all have a role to play as we adapt to our changing environments. I have been inspired by your resiliency throughout our response and know that same resiliency will move us forward together safely.

With gratitude and appreciation,

Dr. Verna YiuAHS President & CEO

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1. USING THIS PLAYBOOK

a. Introduction

This document combines best practices with provincial government guidelines and is intended to support Alberta Health Services (AHS) leaders and their teams as they prepare to return to or reengage with the workplace.

The COVID-19 pandemic has resulted in significant changes to the way we work and deliver care to Albertans. Whether your team has remained in the workplace throughout the pandemic, is returning to the workplace, or is continuing to work remotely, we must all prepare for a new reality.

This guide will help you become familiar with the measures being implemented at AHS to protect our patients and staff from COVID-19. It will help you determine what measures are most relevant to you and your team, how to support your staff, what steps should be taken at your specific site, and who to contact for additional support. We recognize that these recommendations are not one-size-fits-all, so we’ve built a flexible guide and roadmap to help you implement the measures that make the most sense for your team and site. We’ve also provided a relaunch planner to help leaders identify the measures that align with their needs. While the planner is an op-tional appendix, the playbook is intended to be your guide to safely navigate our relaunch. You will find shareable resources embedded throughout this playbook that can help your team know what to expect as we make the transition back to the workplace – together.

Throughout the relaunch, we also want to hear about the amazing, innovative solutions you’ve used to adapt during the pandemic that can serve us well beyond our COVID-19 response. Visit Beyond COVID to submit your ideas and explain how they can improve our practices in the future. All ideas will be reviewed to see how we can adopt what we’ve learned into other areas of AHS.

If you have questions that may not be covered in this guide, please email questions to: COVIDrelaunch@ahs.ca

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Playbook link types:External Internal Document

Return to: Table Of Contents

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b. Guidelines for your relaunch decision making

AHS’ success is rooted in our commitment to our values of compassion, accountability, respect, excellence, and safety. Our values connect and define us, establish the framework for how we act and make all of our decisions, and are foundational to the strategies outlined in this playbook. Our people are at the heart of everything we do – it is through them that we do amazing things every day. As we move ahead with the relaunch, we aim to do so in a way that allows everyone at AHS to feel safe, healthy, valued and included, so we can continue to provide safe, quality care and services. As a leader, you play a significant role in AHS’ relaunch efforts. As we continue to fight the spread of COVID-19, please ask your staff who are able to work from home within their role to continue to do so. The pandemic continues to pose health risks, and we all need to do our part to keep each other safe. However, this should not stop you from taking steps to prepare for our relaunch. Taking the time to plan for the phased, safe return of your team members will have a lasting positive effect on the relationships and sense of wellbeing within your team. It can help build the culture within your department and the perceptions our people have of AHS.

There are many factors to consider when determining if and when you should bring your workers back to the workplace. These include operational requirements, you and your team’s comfort level with remote work, and potential accommodations for staff. Above all else, the priority needs to be keeping our people safe and healthy, while continuing to deliver exceptional, uninterrupted care to patients. The strategies outlined in this playbook will guide you through the decisions needed to support a safe return to the workplace for your team.

2. Preparing to return (REVISED)

As we adapt our workplaces to reduce the spread of COVID-19, we must consider many new measures. We know that many staff have continued to work on-site, while others have been redeployed or transitioned to remote work. As we prepare to shift to a new “business as usual”, we need to ensure our compliance with the Government of Alberta’s guidelines to keep each other safe and healthy.

The AHS Executive Leadership Team has directed that those who are able to perform their role from home should continue to do so until further notice. This strategy allows us to help support the health and safety of our staff, mitigate risks, and ensure proper precautions are in place for when people return to the workplace.

Only under very exceptional circumstances will leaders be approved to bring corporate or office workers back to an AHS site or facility at this time.

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CONSIDERATIONS FOR LEADERS (REVISED)

A. GUIDING PRINCIPLES AND DECISION MAKING PROCESS

AHS has determined that our priorities for relaunch are:

• The relaunch will be coordinated by sites, not by departments, programs, or functions.

• Business priorities will drive workplace relaunch sequencing:

· Clinical support workers will return first; · Next will be those who must return to support upcoming

Connect Care waves;

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· Other strategic priority areas as determined (e.g. AHS Review implications); and

· Corporate office workers will return last, in a phased approach based on direction from the Executive Leadership Team. Decisions on who will return and when will be approved by the VP for the department. Exceptions that allow individuals to return early will only be granted under exceptional circumstances to ensure there is appropriate oversight and consistency related to the return of staff to an AHS site.

We recognize relaunch activities and the return to the workplace may need to change depending on the progress of COVID-19, public health orders, and other factors.

Against this backdrop, the following principles will help you make your relaunch decisions:

• Anchor your planning and relaunch decisions in AHS values and competencies.

• Use Our People Strategy as a compass. Ensure you are taking a people-centric approach while maintaining our operational and patient care needs.

• Consider the psychological safety as well as physical safety needs of your team members. Some people cannot wait to get back to the workplace, while others may feel unsafe given the uncertain progression of the COVID-19 pandemic.

• Change management practices can support people-centric decision-making:

· Prepare yourself then others. · Listen and create a safe place for people to share their

individual needs and concerns. Involve them in the decision-making process.

· Communicate often and openly. · Demonstrate your support by being a champion, showing

appreciation, being present and staying optimistic. · For more information, visit Change Adoption on Insite or email

change.adoption@ahs.ca

The LEADS framework and change management resources are foundational tools to guide you. HRBP is also there to support you as you navigate your specific circumstances.

B. GOVERNMENT GUIDELINES AND THE AHS RELAUNCH PLANNER

All workplaces in Alberta are expected to develop and implement policies and procedures to prevent the spread of COVID-19. AHS must comply with the guidance provided by the Government of Alberta, which you can find on Alberta Biz Connect, as well as applicable municipal requirements (e.g., wearing masks while in public indoor spaces).

The Government of Alberta guides address communication, screening, hygiene, cleaning and disinfecting, personal protective equipment (PPE), physical distancing, and more. To help navigate these requirements, AHS has created a supplementary relaunch planner (Appendix I) to help leaders implement measures that make the most sense for their team and site. This is supplemented by a roadmap that may assist you to work through the specific measures you must consider, given the specific situations relevant to your team.

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C. STAFFING AND CAPACITY PLANNING

The following sections will assist leaders to determine who should be coming back to the site and when, and who should continue to work remotely (e.g. those leaders who fit into Scenarios #2 and #3 of the Relaunch Planning Roadmap - Scenarios for Leaders).

i. Determine your operational needs

The main goal is to determine what work can or should continue to be done remotely and what work must be done onsite. These decisions are based on role and function. Leaders should consider productivity and the drive to ensure clients and patients do not experience an impact to service delivery. During the pandemic, AHS asks those who are able to work from home to continue to do so until further notice. Leaders are responsible for determining if a physical presence is required at an AHS worksite, and they must explore all avenues to facilitate remote work. Some considerations for adjusting the remote work arrangements in your team are:

• What are the impacts on patient care if remote work is continued or discontinued?

• Will risk to quality patient care increase if more non-clinical people use the workspace?

• If yes, can work schedules be altered to support the return to site while maintaining physical distance? Implications for changing shifts must be considered in light of applicable parameters outlined in relevant collective agreements or the Non-Union Exempt Employees (NUEE) terms and conditions.

• How will a change in work schedule (days of week, time of day, etc.) impact the delivery of services to patients or clients?

• How will a change in service delivery model (virtual vs. face-to-face) impact the delivery of services to patients or clients?

• Are there any other risk factors you should consider? (e.g. situations where the continued temporary alternate workplace arrangements should be continued throughout relaunch to mitigate specific business continuity risks.)

Tools and ResourcesThe Alternate Work Arrangements Job Function Analysis Tool (Appendix IV) will help you with this review. Include the results of this review in the “Team Profile” section of your COVID-19 Workplace Relaunch Planner (Appendix I).

Note: Initial decisions should be based on the role, function and impact to patient care and client service. The further review of staffing requirements must also include individual staff needs and requests to work remotely or for accommodations.

The Process Improvement team recognizes the many challenges teams are going through in adjusting their services to accommodate the new working environment. The Returning to a New Normal Service Post-COVID Workshop is designed to help you assess, prioritize and enable your services’ return to scheduled operations in a safe and effective manner for your staff, patients and families.

ii. Determine space constraints and scheduling options

Various factors, including physical space and physical distancing protocols will influence how many people can return to the workplace at once.

Depending on your space capacity constraints, it may be necessary to adjust schedules and return sequences to allow for safe physical distancing. Leaders may want to consider:

• Phasing the return over several weeks.• Alternating schedules.• Adjusting start and end times so that staff are not all arriving and

leaving at the same time.• Adjusting break and lunch times so that common areas can support

physical distancing and cleaning requirements.• Continuous masking.

Organizational decisions will determine further recommendations surrounding physical distancing and cleaning.

Tools and ResourcesSpace Capacity Constraints and Management Options (Appendix II). This tool can be used to assist with your review and the completion of the “Team Profile” section of your COVID-19 Workplace Relaunch Planner (Appendix I).

Once team/department plans have been drafted for a specific location, the return will be coordinated by a central site point of contact. Your Relaunch Ambassador may have a role to play in enabling this coordination. Leaders should contact their senior leaders to discuss the process and enable site-based coordination of relaunch plans.

C. STAFFING ANDCAPACITYPLANNING(continued)

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3. Preparing the facility

Signage has been installed and will be updated as needed to remind our people to practice proper physical distancing, hand hygiene and other safety practices. Appropriate PPE, hand sanitizer and waste disposal must be provided in instances where physical distancing cannot be achieved and where access to soap and water is limited.

CONSIDERATIONS FOR LEADERS

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At this time, all staff who are able to work from home within their role should continue to do so until further notice. Once your team is able to return to the workplace, submit a notification through e-Facilities advising Property Man-agement and Facilities Management of the following:

• The name of the team returning.• The building and/or floor they are returning to.• The intended date of return.

Please provide notification a minimum of two weeks in advance of your team returning to site.

A. SPACEMANAGEMENT(REVISED)

Administrative spaces will not be reconfigured as our current standards meet requirements for physical distancing. Staff are required to don a mask prior to entering any AHS workplace or facility and to remain wearing it until they are in their cubicle or behind an appropriate barrier. Any related concerns can be directed to Space Management via e-Facilities. Maximum occupancy for spaces will be informed by the current direction of the Chief Medical Officer of Health regarding limitations on indoor gatherings. Specific requirements have been established for events such as conferences and banquets, while for day-to-day business, we need to implement plans to address issues such as maintaining two meters of physical distance, staff screening, etc. On floors where access is difficult due to elevator capacity issues, consider reducing the occupancy load. Where two meters of physical distancing is not achievable, staff must adhere to the continuous masking directive.

If any modifications to your space are required prior to your team returning to site, expect a minimum of six to ten weeks to complete the work. You can contact Capital Management through e-Facilities for help determining whether major construction or changes are required, and if so, the estimated costs and timelines.

The removal of furniture from an AHS office for use at a home office is generally not recommended. Currently, small portable items may be taken from the office at the discretion of the leader, who must maintain a record of all AHS items that are removed by staff. The transportation and installation of any items removed from a work site is the responsibility of the individual staff member in consultation with their leader.

CONSIDERATIONS FOR LEADERS (continued)

B. HVAC AHS Capital Management has determined that HVAC systems do not require any adjustment at this time. In addition, HEPA filters are in place in clinical areas as standard practice.

C. PROCEDURESFOR TENANTS

For teams that work in leased facilities that are shared with other tenants, please follow the landlord’s guidelines for use of common areas (e.g. break rooms, elevators, showers). If the landlord establishes additional requirements, Property Management will email you instructions.

D. CLEANING &DISINFECTION REQUIREMENTS

Enhanced cleaning and sanitation practices will play an important role in providing safe work environments across AHS. Everyone must follow the cleaning, disinfection and hand sanitation guidelines in place for their site.Cleaning is a joint responsibility between Environmental Services, Property Management and staff.

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D. CLEANING &DISINFECTIONREQUIREMENTS(continued)

More frequent cleaning of high-touch and shared surfaces should be done regularly with approved low-level disinfectants. This includes:

• Doorknobs• Light switches• Handrails• Workstations• Meeting rooms• Printers and fax machines

We must ensure all patient care items are cleaned regularly in accordance with clinical standards. Always clean and disinfect equipment between patients with low level disinfectants or ready-to-use disinfectant wipes as directed by the manufacturer instructions for use and review Key Points for Ready-to-Use Disinfectant Wipes from AHS Infection Prevention and Control (IPC).

If your workspace has been vacant for some time, it should be cleaned by Environmental Services or the AHS contracted vendor prior to re-opening. Remove all non-essential and non-cleanable items from clinic rooms. Any remaining items must meet IPC furniture replacement requirements.

See the IPC page for more information on equipment cleaning and best practices.

i. Staff cleaning responsibilitiesCleaning is a joint responsibility of Environmental Services, PropertyManagement, and all staff. Staff will play an important role in ensuringtheir workstation, any common areas, and high-touch surfaces(i.e. doorknobs, handrails, elevator buttons, printers, photocopiers,phones) stay clean and disinfected. Consider assigning a designatedstaff member to complete more frequent disinfection and encourageall staff to disinfect shared areas and surfaces between uses. Wipedown your workstation when you arrive and again before youleave. If you have used a meeting or breakout room, clean it withdisinfectant solution and wipes when you leave. Disinfecting supplieswill be provided by the site and operations, and can be ordered fromContracting, Procurement & Supply Management (CPSM) throughe-Facilities.

Be sure to use correct handwashing technique, and wash your hands regularly throughout all your shifts, and before donning and at each stage of doffing PPE.

For more information on handwashing, view our Routine Practices document.

ii. WorkstationsBefore finishing your shift, clear all clutter from your workstation so itcan be properly cleaned and disinfected at the end of the day. Followthe Government of Alberta Guidance for Business Owners andAHS’ Guidance for Physical Distancing at Work for cleaning anddisinfecting your workstation.

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iii. Hand sanitation station requirementsHand hygiene continues to be critical to the safety of our staff andpatients. Perform hand hygiene using alcohol-based hand rub (ABHR)or soap and water. Wherever possible, ensure hand hygiene stationsand supplies are provided, including in all common spaces.

Be sure to use correct handwashing technique, and wash your hands regularly throughout all your shifts, and at each stage of donning and doffing PPE. For more information on handwashing, view Hand Hygiene - Infection Prevention & Control.

iv. Office furniture (REVISED)Office workstation reconfiguration is likely not necessary, as most ofthem adhere to AHS’ Administrative Space Guidelines, which alreadyallows for two metres of separation. Where physical distancing is notachievable, staff must adhere to the continuous masking directive.

If you need help understanding how you can accommodate staff in your existing space while allowing for physical distancing, please send a request to Space Management by completing a Construction, Renovation, and Space Request (CRSR) and submitting it to e-Facilities.

v. Replacing office furnitureOffice furniture that has rips, tears or other damage that inhibitsproper cleaning must be replaced. IPC has issued parameters forreplacing furniture that does not meet IPC guidelines. If your spacemeets the minimum requirements outlined for replacement, you cansubmit a Construction, Renovation, and Space Request (CRSR)to Capital Management through e-Facilities for estimated costs andimplementation timelines.

D. CLEANING &DISINFECTIONREQUIREMENTS(continued)

E. SIGNAGE (REVISED) Your site has been prepared with physical distancing signage as deemed appropriate by AHS guidelines for entrances, floors and elevators. If addition-al signage is desired in certain areas, such as training rooms, there’s a wide range of additional signage available on Insite.

Requests for new, additional, or replacement COVID-19 signage are to be made through your site’s Facilities Management and Engineering or Property Management team via e-Facilities. Any questions or concerns can also be submitted there.

F. USING THEELEVATOR

Elevator capacity is limited to allow for physical distancing. Signage has been placed at elevators to help staff understand elevator capacity requirements. All staff are encouraged to follow the Government of Alberta’s Guidance on Elevator Etiquette. Staff must adhere to the continuous masking directive when two meters of physical distancing is not achievable.

G. TRANSPARENTBARRIERS ATWORKSTATIONS

A framework has been developed for the deployment of transparent barriers for workstations where public interface is an operational requirement as well as other spaces. If, after reviewing the guideline, it is determined that a barrier is required, you may submit a request to Capital Management by completing a Construction, Renovation, and Space Request (CRSR) and submitting it through e-Facilities for cost and timeline estimates and implementation.

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H. BREAK ROOMSAND FOODSERVICE

AHS will follow and apply the guiding principles outlined in the Government of Alberta’s guidance for business owners, AHS’ guidance on physical dis-tancing at work, and the Government of Alberta’s guidance for restaurants, cafes, pubs, and bars. And of course, all staff should keep their hands clean following AHS’ hand hygiene practices.

Wherever feasible at your site, please consider: 1. Staggering breaks when possible.2. Wearing a mask.3. Staying two metres apart if sharing a common space.4. Regularly wiping down high contact areas such as doorknobs, drawer

pulls, coffee pots and appliance handles.5. Removing shared condiments and other frequently touched items (e.g.

cream and sugar, salt and pepper shakers).6. Providing PPE, hand sanitizer and waste disposal.7. Applying posters to remind teams to practice proper physical

distancing and hand hygiene, and to wipe down the area they’ve usedwith disinfecting solution and wipes when they leave.

8. Being respectful of social distancing requirements and the personalcomfort of others.

I. WASHROOMSAND SHOWERS

Washroom and shower occupancy should be limited to allow for appropriate social distancing. Remove shared toiletries and personal products.

Cleaning protocols have been adjusted to increase frequency as a result of the current pandemic. For administrative sites, a request to address specific cleaning requirements in excess of this can be submitted through e-Facilities.

j. IT INFRASTRUCTUREAND BUSINESSCONTINUITY(REVISED)

Whether you are working from home or at an AHS site, technical support is available through the IT Service Desk. For IT services that require an on-site presence, IT staff will continue to follow standard health and safety precau-tions, such as completing the Fit for Work screening, performing proper hand hygiene, donning and doffing PPE as needed, and following any additional site-specific directions. Some critical on-site work has continued in order to meet organizational requirements, such as for the implementation of Connect Care. At certain sites, staff may see IT and Capital Management team mem-bers, as well as vendor partners, in our facilities. Their activities may include, but are not limited to, performing facility work, checking, deploying, upgrading, servicing, and testing equipment.

If you are using computers that were left onsite prior to COVID-19, you can expect to find that:

• Computers that were left powered on have received updatesautomatically over the AHS network, and you will be able to use thesedevices without interruption once you return to your AHS workplace.

• Computers that were powered off with no AHS network connection for90 days or less will be automatically updated after you log in at yourAHS workplace. You will be prompted to reboot your computer whenthe updates are complete.

• Computers that were powered off with no AHS network connectionfor more than 90 days will be deactivated for security reasons. Onceyou return to your AHS workplace, your computer can be reactivated,if appropriate, by calling the IT Service Desk. Depending on the

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circumstance, the computer may need to be returned to IT and a replacement computer issued.

i. Printing from home (NEW)AHS will not be providing printers or printing supplies for home officeuse. At this time, printing AHS documents from home is not permitted orsupported by the organization. If that situation changes at any point inthe future, the details will be communicated to staff. If your role requiresregular access to printing equipment, please speak with your leader aboutthe possibility of doing such work onsite.

ii. Returning IT equipment to the siteLeaders should maintain a record of all computer equipment their stafftook home when they started working remotely due to COVID-19. Asper the Temporary Alternate Workplace Arrangements Guide, thisequipment must be returned to the worksite when staff members return.All equipment should be cleaned and disinfected prior to returning to theworkplace and again when arriving at the workplace. Leaders and staffcan refer to the Best Practices Guideline for cleaning and disinfectingcomputers and electronic devices.

IT is not currently retrieving computers or devices that were loaned out to support working from home due to COVID-19. Decisions about equipment retrieval by IT will be made as workplace relaunch plans evolve. Until then, requests for new computing equipment for home use are assessed on an individual basis, and leaders are asked to keep track of all equipment already issued to their employees.

j. IT INFRASTRUCTUREAND BUSINESSCONTINUITY(continued)

K. PARKING (REVISED) Parking fees for AHS staff were reinstated on August 31, 2020. AHS employ-ees who will continue to work from home have the option to temporarily sus-pend their parking privileges, which can be reinstated at any time. Depending on the number of temporary suspensions at a given site, parking may become available for staff who currently do not have parking privileges. Please contact your local parking office to check availability.

For information on temporary suspensions for parking, see Temporary Suspension of Parking Privileges or visit Parking Services.

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A. USING PPE (REVISED)

4. Personal Protective Equipment (PPE)

In order for personal protective equipment (PPE) to be effective, it must be used properly and fit correctly. Staff should be trained in the correct use of any PPE required for their role, and hand hygiene must be performed immediately before donning PPE. Hand hygiene is also required at specific steps during doffing.

To prevent the spread of COVID-19, AHS has a continuous masking directive in place. Staff are required to don a mask prior to entering any AHS workplace or facility and to remain wearing it until they are in their cubicle or behind an appropriate barrier. All staff members are required to wear proce-dure masks when contact with patients can be anticipated. Staff who must walk through patient care areas to access their workspace are required to wear a procedure mask while they do so. If possible, consider using alternate routes to access your workspace. Healthcare workers are required to wear eye protection continuously if they are involved in patient care that occurs within two metres, as well as indirect patient care such as meal delivery and house-keeping.

Masks/personal face coverings should be immediately changed and safely disposed of if:

• The mask becomes soiled or damp.• There is a risk that that the mask has become contaminated.

Staff members who work in administrative work areas with no direct patient contact or patient items can choose between wearing their own non-medical (cloth) mask or a medical mask. There may be municipal bylaws in place that

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B. ORDERING PPE Leaders can visit insite.ahs.ca/orderppe for information on ordering the appropriate PPE supplies.

C. STORING PPE If you need help finding solutions for storing and securing PPE, please submit a Construction, Renovation, and Space Request (CRSR) to Capital Management through e-Facilities.

AHS teams based out of leased spaces can also request PPE through CPSM.

A. USING PPE (continued) provide additional guidance about the use of non-medical masks in settings outside of patient care spaces. Staff members should familiarize themselves with these bylaws based on their municipality.

Staff members are responsible to clean and maintain cloth masks on their own. The best option is a triple layer mask, as described by the World Health Organization (WHO). Health Canada and the Centre for Disease Control (CDC) also have recommendations for cloth masks. AHS offers triple layercloth masks in our online store. AHS will provide disposable procedure masksto any workers in administrative work areas if they choose not to use their ownnon-medical (cloth) mask. Additional PPE may be required depending on thestaff member’s role, patient diagnosis or during specific procedures. Referto the IPC Point-of-Care Risk Assessment, Routine Practices and IPCDisease and Conditions Table to determine how to select appropriate PPE.Refer to AHS IPC’s PPE web page for more information.

Any PPE required in your role, including procedure masks and eye protection, will be provided by AHS. Please refer to ahs.ca/covidppe for more information on appropriate use of PPE. Office employees may use personal face coverings if they are within a nonclinical area and are unable to maintain proper physical distance. Staff who are unable to wear masks due to medical conditions must work with Workplace Health and Safety and Ability Management. They will help determine appropriate accommodations for that individual.

Please refer to ahs.ca/covidppe for more information.

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5. Preparing our people

A. FIT FORWORKSCREENING

To minimize the spread of COVID-19, all staff, (including those working in an office setting), physicians, volunteers, students and contractors who will be in proximity to other workers, patients or the public must complete the Daily Fit for Work Screening prior to their shift. Staff can use their AHS login to access an online screening tool, or a paper questionnaire is available at ahs.ca/fitfor-work. Screening will be conducted at each site based on local requirements.

For more information, see Fit for Work Screening. Follow existing practices for when staff are ill or unable to attend work.

Other Resources:

• This online tool is for healthcare workers who think they may have beenexposed to COVID-19 and will help them determine whether or not theyneed to be tested.

• Staff who experience symptoms after receiving their flu shot shouldrefer to this document for additional guidance on when to return towork.

• Please see the time coding scenarios for all scenarios on time coding.

B. TRAVELARRANGEMENTSAND VACATION

For travel guidance, AHS follows the official directive of the Government of Alberta. As of March 12, 2020, all AHS business travel outside of the province and country has been suspended until further notice.

For more information, see the Travel and Vacation Guidelines for Leaders.

For guidance on returning to work following travel, refer to the COVID-19 Return to Work Guide For Healthcare Workers. Please see the time coding scenarios for guidance on coding for staff who are required to self-isolate.

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C. WORKING ATMULTIPLE SITES

To limit the spread of COVID-19, staff who typically work at multiple sites may temporarily be restricted to work at a single site.

There are three different ways that staff may be restricted from working at multiple sites, in multiple positions, and/or for multiple employers: Single Site Orders, Confirmed Outbreak Orders, and Exclusion Orders.

If you have staff that have been impacted by one of these orders, please refer to the Leader FAQ for Single Site, Confirmed Outbreak and Exclusion Orders. If your staff have questions, please direct them to the Staff FAQ for Single Site, Confirmed Outbreak and Exclusion Orders.

D. TRAVEL BETWEENFACILITIES(REVISED)

Leaders and staff are encouraged to avoid travel between facilities unless operationally required. Staff will be reimbursed for travel under the Travel, Hospitality, and Working Session Expenses Policy, as usual.

All of the provisions of the Travel, Hospitality, and Working Session Expens-es Policy continue to apply. This means staff cannot claim parking expenses or mileage for trips to their designated site. The employee’s normally-assigned AHS facility or office, and not the employee’s residence, remains to be the “designated site” for the purposes of the policy.

Unless travel expenses are covered within your collective agreement, ques-tions about parking and travel expenses and the Travel, Hospitality, and Work-ing Session Expenses Policy should be directed to Finance. All other questions about parking should be directed to Parking Services. If travel between facili-ties is necessary, you must follow the established safety protocols at each site.

For additional information, please refer to the COVID-19 Redeployment for Non-Union Exempt Employees FAQ and the COVID-19 Redeployment for Unionized Employees FAQ.

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E. TRAVEL IN VEHICLES (including fleet or rental vehicles)

Situations may arise when your staff ask if they might share a vehicle if they are required to travel for work purposes. Alberta Health recommends that whenever possible, group travel should be limited to members of the same household or cohort, and as such, group travel at work should be the excep-tion. In unavoidable group business travel situations, you and your staff should consider the following:

• Limit the numbers of individuals in the vehicle to allow for two metres of distance, where possible.

• Wear face coverings when in the vehicle.• Wash or sanitize hands before entering and after exiting the vehicle.• Have disinfecting wipes available for individuals to wipe down their

seat/area.• If the journey includes stops where the vehicle is vacated, have

occupants sit in the same seats when returning to the vehicle.

Other Resources:

Please see the Government of Alberta COVID-19 information: guidance for taxis, limos, rideshares and commuting. This document has been developed to support taxi, limo and rideshare operators, as well as members of the general public who commute or travel together in the same vehicle, in reducing the risk of transmission of COVID-19.

F. MANAGING WORK LOCATION REQUESTS (REVISED)

Currently, those who are able to work from home within their role should continue to do so until further notice. In light of this direction, requests to work from home should be granted whenever possible. Requests to work from home should not be considered accommodations if the work can reasonably be performed remotely.

Requests to work onsite from individual staff members whose work can be ef-fectively done remotely, and requests to work remotely from those whose work requires them to be onsite, should be reviewed in consultation with HRBP, and decisions and approvals may be reviewed by operational senior leader-ship. These requests should be reviewed on a case-by-case basis, in good faith, in light of the needs of the AHS staff member and the department, and in alignment with the AHS Values.

G. MANAGING INDIVIDUAL ACCOMMODATION REQUESTS DURING THE PANDEMIC (REVISED)

All individual accommodation requests (other than work location requests) should be reviewed in consultation with HRBP on a case by case basis, in good faith, in light of the needs of the AHS staff member and the department, and in alignment with AHS Values.

Considerations:

• Are there any legal accommodations already in place for specific individuals that must be honoured?

• Do staff have any new requirements that engage the legal duty to accommodate?

• How long must the accommodation or arrangement be in place?

Regular AHS accommodation processes and the requirements for supporting documentation apply. Those requiring longer term solutions may apply for a Leave of Absence During COVID-19. These are unpaid leaves of absence

in accordance with the Employment Standards Code and are processed in accordance with the AHS Leave of Absence Policy.

Additional Resources for Leaders:

Workplace Accommodation PolicyWorkplace Accommodation Process Guide

G. MANAGINGINDIVIDUALACCOMMODATIONREQUESTS DURINGTHE PANDEMIC(Continued)

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H. MANAGINGREFUSAL TORETURN ORUNSAFE WORKREFUSALS

Staff may have questions or concerns regarding their health and safety while working during the COVID-19 pandemic. AHS is committed to ensuring our staff have access to the resources and PPE they need to stay safe and healthy while in the physical workplace. Maintaining open and honest communica-tion can help ensure that people feel safe in the workplace. As a leader, you can assure your staff that AHS is taking all the steps possible to protect their health and safety.

In accordance with AHS’ Dangerous Work Refusal Process, should a staff member believe dangerous working conditions exist that risk their own or others’ personal health and safety, they should discuss this with their direct leader. People may refuse to return to the site or return to work based on safety concerns, health concerns, or family responsibilities. Talk with your team member to understand their concerns. Work with the team member, Workplace Health & Safety, Human Resources, and other support groups as necessary to find an appropriate solution.

Additional resources on AHS’ Dangerous Work Refusal Program are available on Insite.

I. CLASSROOMAND IN-PERSONTRAINING

Providing education opportunities is an important part of supporting our people at AHS. As we continue to offer education opportunities, we need to adapt our existing practices and incorporate new ways of learning to promote physical distancing and reduce the risk of spread. You should use alternative education methods such as virtual meetings, videos, self-led learning modules, info-graphics, articles or podcasts whenever possible.

When in-person training is necessary, additional planning should be done to ensure we provide a safe and positive learning experience for all participants. If you are planning in-person training, here are some things to consider:

• Review and follow Recommendations for Learners/Students duringthe COVID-19 Pandemic.

• Where possible, provide additional space for physical distancing bychoosing larger rooms or reducing the number of learners per session.Ensure you have permission from the site.

• Limit the total number of learners and facilitators in a session to alignwith public health directives, book adequate space to allow forphysical distancing wherever possible, and ensure mask wearing andother appropriate PPE.

• Set up your room, breaks and activities in a way that follows workplacesafety guidelines (See Room Layout Options in the next section).Please note that computers in training rooms should not generally bemoved. Any movement or relocation of computers or printers mustbe facilitated by IT through a service request, and requires time toimplement.

• Follow all cleaning requirements for equipment, meeting rooms, andcommon spaces. If you expect learners to participate in cleaningactivities, provide signage, instructions and appropriate supplies.Cleaning wipes should not be used on monitors unless specificallylabelled for touchscreen monitors. Sprays provided should be sprayedon a disposable wipe before using. Do not spray directly on computerequipment.

• Determine what workplace screening will be required for learners andensure that is communicated clearly ahead of time.

• Plan for everyone to have their own learning resources and equipmentto eliminate the sharing of frequently touched items. Where items mustbe shared, ensure appropriate cleaning supplies are provided. Adjustyour curriculum, if possible, to eliminate shared equipment steps.

• Eliminate paper as much as possible and instruct facilitators to handlethe paperwork instead of the students. For example, post-courseevaluations may be done online by emailing learners a link to anonline survey. If course booklets are provided, ensure learners takethe booklets when they leave or drop them in an in-room recyclingcontainer.

• Build in additional time to ensure everyone can follow safety guidelinesduring the training, especially during breaks, participant activities,etc. Encourage learners to arrive early to ensure time for screening,cleaning, and any safety briefings.

• We encourage you to include a safety briefing at the start of yoursession. This will help set expectations and establish how youwill keep each other safe within the learning environment. Duringtraining, periodically check in with participants. Be prepared to makeadjustments and be aware learners may respond differently than theymight in other learning environments.

All training must meet current PPE guidelines, which means you will need additional resources for both learners and facilitators. Based on the type of training, you may need to provide some or all of the following:

• Hand sanitizer• Single use materials• Disinfectant wipes (clean monitors only with wipes formulated for

touchscreens)• Medical grade gloves• Masks (how to wear a mask info sheet)• Polyethylene gloves for handling certain types of wipes

When in-person computer-based training is necessary, additional planning should be done to ensure we provide a safe and positive learning experience for all participants. If you are planning in-person computer-based training, here are some things to consider:

• If the classroom is not full, spread learners out as much as possible.• Limit the total number of learners and facilitators in a session to align

with public health directives.• Empower your instructors to:

· Ensure that the AHS continuous masking directive is followedat all times. Instructors can review the How to Support MaskWearing resource for help encouraging mask wearing.

· Send any learner home who presents with symptoms or begins toshow symptoms during the class.

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I. CLASSROOMAND IN-PERSONTRAINING(Continued)

j. IN-PERSONCOMPUTERCLASSROOMS(NEW)

j. IN-PERSON COMPUTER CLASSROOMS (Continued)

• Set up your room, breaks and activities in a way that follows workplace safety guidelines (See Room Layout Options in the next section). Please note that computers in training rooms should not be moved. Any movement or relocation of computers or printers must be facilitated by IT (or Connect Care for a Connect Care training room) through a service request and requires time to implement.

• Follow all cleaning requirements for equipment, meeting rooms and common spaces. If you expect learners to participate in cleaning activities, provide signage, instructions and appropriate supplies. Cleaning wipes should not be used on monitors unless specifically labelled for touchscreen monitors. Sprays provided should be sprayed on a disposable wipe before using. Do not spray directly on computer equipment.

• Determine what workplace screening will be required for learners and ensure that is communicated clearly ahead of time. Advise learners that they must comply with any site-specific screening protocols in addition to the Fit for Work assessment.

• Plan for everyone to have their own learning resources and equipment to eliminate the sharing of frequently touched items. Where items must be shared, ensure appropriate cleaning supplies are provided. Adjust your curriculum, if possible, to eliminate steps requiring the use of shared equipment.

• Eliminate paper as much as possible and instruct facilitators to handle the paperwork instead of the students. If course booklets are provided, ensure learners take the booklets when they leave or drop them in an in-room recycling container.

• Build in additional time to ensure everyone can follow safety guidelines during the training, especially during breaks, participant activities, etc. Encourage staff to arrive early to ensure time for screening, cleaning, and any safety briefings.

• We encourage you to include a safety briefing at the start of your session. This will help set expectations and establish how you will keep each other safe within the learning environment. During training, periodically check in with learners. Be prepared to make adjustments and be aware learners may respond differently than they might in other learning environments.

• Remind learners that unless they are eating or drinking on a break, they are required to be masked at all times. Remind them to physically distance during breaks before they remove their mask to eat or drink.

All training must meet current PPE guidelines, which means you will need additional resources for both learners and facilitators. Based on the type of training, you may need to provide some or all of the following:

• Hand sanitizer• Disinfectant wipes (clean monitors only with wipes formulated for

touchscreens)• Medical grade gloves• Masks (how to wear a mask info sheet)• Polyethylene gloves for handling certain types of wipes• Face shields for instructors

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Consider the following room layout options to accommodate safe training delivery.

Option 1 – Existing layout with PPE

• Use the room at the maximum capacity allowed by current Governmentof Alberta guidelines, provided two metres of physical distancing ispossible between participants. Refer to the current Government ofAlberta guidelines to determine current capacity.

• Participants must adhere to the continuous masking directive.• The instructor can wear a transparent face shield without a mask to

optimize clarity of communication only during active teaching. Whenon breaks or engaging one-on-one with a student, they must wear amask.

Option 2 – Physically distanced layout or reduced capacity

Permanent alteration to the layout of a room requires support from Space Man-agement, who will involve IT if any equipment needs to be moved. To review options for training space layouts, you can submit a Construction, Renova-tion, and Space Request (CRSR) through e-Facilities for review and imple-mentation. Temporarily, you can create space to allow for physical distancing by simply reducing the capacity of a room to a fraction of the maximum room capacity allowed by the current public health guidelines (for example, if your room capacity is 18, you can reduce the temporary capacity to a number that permits the appropriate distancing.) This should be reflected in the MyLearn-ingLink offering.

• Reduce room seating to meet physical distancing requirement of twometres.

• Participants must adhere to the continuous masking directive.

Option 3 – Expanded layout with barriers

To review options for barriers in a training space, you can submit a Construc-tion, Renovation, and Space Request (CRSR) through e-Facilities for review and implementation.

• Reduce room seating.• Consider these acceptable barriers:

· Curtain and divider partitions.· Transparent dividers mounted to desktops built by facilties.

• Participants must adhere to the continuous masking directive.

K. ROOM LAYOUTOPTIONS(REVISED)

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L. COMMUNICATINGWITH STAFF WHOARE RETURNINGTO THEWORKPLACE

Coming back to the workplace after working from home can be both exciting and scary. Two-way communication with staff is crucial to ensure staff are aware of any requirements and can share any concerns they may have about returning. Our AHS competencies guide us in how we care together by show-ing kindness, communicating effectively, and working with others. A continu-ous commitment to demonstrating these behaviours will help foster a safe and supportive work environment.

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L. COMMUNICATINGWITH STAFF WHOARE RETURNINGTO THEWORKPLACE(Continued)

The information you provide during times of ambiguity plays an essential role in fostering team safety, engagement and commitment. Be prepared to answer who, why, when and how. Consider the following when composing your mes-sage:

Macro✔ Give the big picture that explains why the change needs to be made.✔ Include the overall plan and flow.

Micro

✔ Give specific data about how the proposed plan will support both the staffmember’s and the organization’s needs.

✔ Include how, when and who, with explicit attention to detail.

Minds

✔ Give the logic behind the plans, including the alternatives you have considered,with pros and cons.

✔ Clarify the fair and equitable way plans will be implemented.

Hearts✔ Explain the values that drive the plans and invite discussion.✔ Clarify how the needs of people are being supported.

Be sure to have regular discussions with your team to address continuously changing circumstances. You should consider how to prepare your team for adjustments to the plan as the pandemic continues to change.

Leverage multiple forms of communication, including virtual meetings, min-utes, videos, blogs, emails and bulletins. Use technology as much as possible and give team members access to group and individual discussion time.

Leaders should regularly check in with their teams to address any questions, concerns and requests for support. Check-ins with staff should be more frequent early in any change, becoming less frequent as people become more comfortable with their new way of working together.

Tools and Resources

• Leaders can use Appendix III - Supports for Leaders: Meet withYour Staff - Conversation Starters with their teams.

i. Help them feel safe (REVISED)· Create opportunities to talk about anxiety and fears regarding the

return to the workplace.· Identify how the team can work together to keep each other

safe and healthy while maintaining physical distancing. This mayinclude continuing to meet virtually rather than in-person.

· Identify how you and your team can take care of your mentalhealth in this time of change. You can find mental health andresiliency resources on the COVID-19 Insite page under StaffSupport Resources.

· Create awareness of the extra precautions that are being takento keep your team safe, including Fit for Work screening, cleaningand disinfection, use of common areas and the use of PPE (whereapplicable).

· Provide your whole team (both in-office and remote staff) with

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L. COMMUNICATINGWITH STAFFWHO ARERETURNING TOTHE WORKPLACE(continued)

regular updates and communications on COVID-19 related matters.

· Champion the measures AHS has implemented to keep peoplesafe, including mask compliance, by doing leadership rounds withyour team. In these rounds you can: - Give informal recognition and thanks to those who are

masked, remaining physically distanced, and have disinfected common spaces and their workstation.

- Give masks to anyone not wearing one, with positive encouragement and thanks for wearing a mask.

- Encourage physical distancing as required. Answer questions and ask if staff have other ideas to help support our collective vigilance. Invite staff to identify areas that do not appear to meet guidelines with suggestions for how to address the concern.

ii. Confirm work expectations· Talk with staff about any work paused due to COVID-19.

Determine if that work is still a priority and discuss new priorities.· Help reduce uncertainty by making a plan for the next three

months of work and define what success looks like. AHScompetencies and development conversations resourcescan help.

iii. Help rebuild connections· Take time to rebuild your work relationships. Check out

Change the Conversation – A friend at work to support yourwell-being.

· Set up regular check-ins with people individually and as a team.This can continue in virtual meetings or in spaces that canaccommodate physical distancing.

iv. Communicate safety protocols and expectationsIt will be important for leaders to provide information to staff on safetyprotocols and responsibilities upon return. Leaders can encouragestaff to review Section 7 – Resources for staff in this playbook forgeneral safety information and expectations. Leaders should alsocommunicate to staff any unique requirements at their site, including:

· Use of common or shared areas (if certain areas are closed orrestricted.)

· Breaks and lunch times.· Use of PPE and where it can be obtained. (Municipal bylaws may

provide different recommendations for the use of PPE in publicspaces).

· Particular cleaning protocols.· Where cleaning products can be obtained.

All staff who are returning to the worksite after working remotely during the pandemic will be required to complete a relaunch training e-learning module. More information will be provided on this in thecoming weeks.

L. COMMUNICATINGWITH STAFFWHO ARERETURNING TOTHE WORKPLACE(continued)

v. Recognize StaffNow more than ever, our teams need and deserve appreciation forthe incredible work that has taken place across AHS in response toCOVID-19. AHS people and teams have not only adapted and risento the challenge, but have gone above and beyond, contributing time,resources, and innovations to aid in the response and continue makingimprovements to the healthcare system. To help you recognize theincredible work that has taken place, AHS has developed a series ofunique COVID-19 recognition opportunities. More information canbe found in Appendix VIII.

M. COMMUNICATING THERETURN TO WORK PLANTO THE UNION

When AHS confirms organizational readiness to relaunch, it will be important to keep our unions informed on plans for returning employees to the work-place. Contact your HRBP Advisor for assistance.

6. Managing Remote Workers (NEW)

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A. REQUIREMENTSAND GUIDELINESFOR WORKINGREMOTELY (NEW)

Leaders and workers should refer to the Temporary Alternate Workplace Arrangements guide for information on:

• Hours of work and availability• IT equipment• Office furniture (NEW)• Technical support• WHS and ergonomic requirements (REVISED)• Privacy & security• Printing (NEW)• Costs & reimbursements• Parking, travel, and mileage (REVISED)• Working out of province or country (NEW)• T2200 Declaration of Conditions of Employment (NEW)

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B. WORKINGALONE — STAFFWORKINGREMOTELY (NEW)

When working alone at home or at the office, staff should ensure their man-ager, team members, or designated contacts are aware of their work sched-ule, including any off-site appointments. During their work shift, staff must be readily available via email, phone, Skype for Business or another digital communication method. A remote worker is responsible for ensuring their home is safe, secure, and that measures are in place for emergencies, such as having a fire escape plan. The employer is responsible for ensuring safety, security, and emergency plans are in place for lone workers at an AHS site. Working alone hazards and their controls are to be documented as required on a job position’s Hazard Inventory, Assessment & Control (HIAC). An example of a HIAC form which includes working alone hazards and controls for working from home is available on Insite.

i. Handling injuries at home that happen during work hours (NEW)

Injuries that occur during regular work hours at home, such as amusculoskeletal strain or repetitive strain injury, are managed in asimilar way as injuries that occur in the office. An AHS employeewho trips at home while performing work activities would be coveredby Worker’s Compensation Board (WCB), except over lunch break.Reporting is completed through the My Safety Net (MSN) system,with the work-related incident reviewed by First Call. Workers inhome office settings should also complete a HIAC form identifyingthe hazards in their office space and the associated control measuresimplemented to mitigate risk. Employees should submit the completedHIAC to their respective manager.

WCB Process Guide

ii. Hazard identification for home locations (NEW)

Completing the Hazard Identification, Assessment and Control (HIAC)process is a fundamental safety task that helps prevent injury andillness for AHS workers. This process is a requirement within theWorkplace Health and Safety Management System (WHS MS) andthe Alberta Occupational Health and Safety Code.

Frontline and mid-level leaders are responsible for completing the HIAC worksheets with staff. Leaders also need to ensure that the worksheets are available for all workers so they are aware of the hazards in their environment and how to safely reduce and respond to risks using the available controls. Everyone must review HIAC worksheets annually or after new hazards have been identified.

Before making adjustments to the HIAC templates below, please save a copy onto your computer.

Visit Insite for further information regarding the HIAC process, to complete the WHS-HIAC worker training in MyLearningLink, or to contact your zone’s WHSBP Advisor.

iii. Ergonomics at home (NEW)

Setting up a home workspace that is both functional and safe isimportant for decreasing the risk of developing a musculoskeletalinjury. Ergonomic resources for temporary alternate workingarrangements can be found on Insite and in Appendix VII. Asupplemental checklist can also be found in the Temporary AlternateWork Arrangements Guide.

D. COMMUNICATING WITH REMOTE WORKERS

Leaders will need to take extra time and measures to communicate with staff who are continuing to work remotely during this time. Staff may feel isolated and disconnected when working remotely, especially for those who are used to face-to-face contact with their leaders and colleagues. Leaders will want to ensure that staff are getting the support and guidance they need to effec-tively perform their roles in a remote setting. Here are some tips for staying connected:

• Check in regularly with staff to see if there are any concerns or additional supports needed. Think about setting up a regular check-in time, whether it’s every morning or every second morning.

• Schedule regular team meetings and update sessions to ensure the group is connected and sharing project information.

• Encourage staff to check in regularly with their colleagues to help them stay connected and to get additional support if needed.

• Support staff to maintain their social connections via virtual coffees and breaks, lunches, face-to-face or camera-to-camera interactions etc. Opportunities to connect on a social level support working relationships and mental health.

• Refer to Section 3 of the Relaunch Planner for additional tips on communicating with staff working remotely.

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C. SETTING REMOTE WORKERS UP FOR SUCCESS

Staff may still be adjusting to working remotely and navigating issues like establishing a routine, maintaining patient and client service levels, and under-standing priorities. Leaders will need to spend more time with staff to ensure they’re set up for success. Some ways to support staff include:

• Establishing goals and priorities, either weekly or monthly, and sharing them with the team.

• Scheduling regular coaching and feedback sessions, and requesting regular updates on progress.

• When possible, put staff in teams for projects and assignments. This enables them to maintain regular contact with each other and feel supported in their work.

• Ensuring patient and client service levels and regular operations are maintained. Encourage your staff to advise you of any impacts that remote work is having on client service or regular operations.

• Taking the time to recognize staff milestones and achievements. A series of new COVID-19 recognition opportunities have been developed to recognize staff efforts during the pandemic. More information can be found in Appendix VIII – Recognizing Our People During COVID-19

• Referring staff to Working Remotely during COVID-19 for additional information.

• Ensuring staff are aware of the resources available to them during COVID-19 on the novel coronavirus Insite page under “Staff Support Resources.”

7. Resources for staff

A. WORKING TOGETHER TO STOP THE SPREAD

i. Safe work practices

You can help improve your personal safety and the safety of others by:

• Completing the fit for work screening prior to starting your shift.• Washing your hands regularly.• Wearing a mask and maintaining two metres of physical distance.• Referring to the Best Practices Guideline for sanitizing computer

equipment, and wiping down personal laptops and accessories before bringing them into shared spaces.

• Using disinfectant wipes, alcohol-based hand rub, and gloves, as necessary.

• Whenever entering or leaving a shared workspace, and at the start and end of each shift, using disinfectant wipes to:

· Wipe down shared work surfaces such as desks, computer monitors, keyboards and mice, headsets, chair armrests and backs.

· Wipe down high contact areas such as doorknobs, drawer pulls, coffee pot and appliance handles, printer controls and pens throughout each shift.

If you have questions or concerns, you can raise them with your leader.

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A. WORKING TOGETHER TO STOP THE SPREAD (continued)

ii. Hand hygiene

Proper hand washing technique can reduce germs by 90 per cent.

1. Roll up long sleeves and push up any wrist accessories.2. Wet hands with warm water.3. Apply enough soap to cover surfaces of the hands.4. Vigorously rub soap over palms, backs of hands and wrists.5. Clean between fingers, fingertips, and thumbs.6. Wash for at least 15 to 30 seconds.

How to hand wash posterHow to use alcohol-based hand rub posterAHS IPC Hand Washing Web PageAHS IPC Routine Practices in Community-Based Services

iii. Physical Distancing

Physical distancing of two metres should be observed whenever possible. Clinical staff should perform point of care risk assessments to protect themselves and others by using the appropriate PPE when physical distancing of two metres cannot be maintained.

Staff should maintain physical distancing wherever possible. Different strategies can be used to achieve this, including standing at the door of someone’s office instead of going in to speak to them. If you are unable to maintain two metres distance in your work environment, wear the appropriate PPE. Our staff are encouraged to practice patience and empathy when addressing physical distancing concerns with one another.

Physical Distancing at Work Poster

iv. Cleaning & using common areas

Cleaning is a joint responsibility of Environmental Services (ES), Property Management and all AHS staff. ES and Property Management will only be providing their usual cleaning frequency. Staff will be asked to support additional cleaning of high-touch and shared surfaces (i.e. doorknobs, handrails, elevator buttons, phones, printers, photocopiers, shared workstations). Consider assigning a designated staff member to complete more frequent disinfection and encourage all individuals to disinfect shared areas such as meeting rooms between uses. Leaders can access cleaning supplies by submitting a request to Contracting, Procurement & Supply Management (CPSM).

v. Sharing equipment and stationery

Paper, including charts and files, are not vectors for transmission. Handle all paper with clean hands, and clean any shared items (like pens or binders) with a low-level disinfectant wipe.

vi. Visitors

To ensure the safety of everyone at our sites, staff should advise all visitors to AHS facilities to follow current restrictions, guidelines, safety and hygiene practices being used at their location.

More information is available on Information for People Visiting Residents & Patients.

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B. SUPPORTING OUR SAFETY CULTURE

All of us are responsible for protecting the health and safety of ourselves and others. One way we can do this is by following requirements under the Occupational Health and Safety Act. As we adapt to new measures and protocols, leaders should encourage their teams to practice respect, profes-sionalism and kindness when raising safety concerns with each other. How to Stay Safe and Be Respectful provides further guidance that can be shared with staff. All staff who are returning to the workplace after working remotely during the pandemic will also be required to complete a Return to Work e-learn-ing course. More information on this course will be provided in the coming weeks.

Open, transparent, and ongoing communication is vital to supporting com-pliance with workplace health and safety measures. Leaders should regularly check in with their teams to address any questions, concerns, and requests for support. For issues that require additional support, please reach out to your HRBP Advisor or Workplace Health and Safety Business Partnerships Advisor.

Additional resources:

• IPC Resources• Dangerous Work Refusal• How to Address a Workplace Concern• Fit for work screening• Post Influenza Immunization After-care Guidance during

COVID-19• PPE Information• Occupational Health and Safety Act

C. WHAT TO DO IF YOU HAVE SYMPTOMS AFTER YOUR FLU SHOT (NEW)

Some people experience flu-like symptoms after immunization. These re-actions are most often mild, develop within 24 hours and can last 24 to 48 hours after immunization. While typical, these symptoms can mimic those of COVID-19 which means we must be cautious in recognizing and addressing them.

If you experience fever, fatigue, headache, or other influenza-like symptoms following your flu shot, you would not be considered fit to work. Stay home, contact your leader, and review the Post Influenza Immunization After-care Guidance during COVID-19 document on Insite. This document provides guidance on what to do if you experience symptoms, steps to take to reduce the spread of potential illness and outlines when you would be fit to return to work.

Remember, all healthcare workers are required to stay home and away from others if they experience any symptoms of influenza or COVID-19.

D. BACK TO SCHOOL (NEW)

Alberta Health Services has developed a Back to School During COVID-19 FAQ document that provides guidance on isolation requirements, school out-breaks and other matters related to the opening of K-12 schools in Alberta.

Additional information related to back to school can be found in the COVID-19 FAQ for Staff under “Working from Home, Parking and Childcare.”

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E. WORKING REMOTELY

Staff should refer to the Temporary Alternate Workplace Arrangements guide for information on:

• Hours of work and availability• Equipment (REVISED)• Technical support• WHS and ergonomic requirements (REVISED)• Privacy & security• Printing• Costs & reimbursements• Parking, travel, and mileage (REVISED)• Working out of province or country (NEW)• T2200 Declaration of Conditions of Employment (NEW)

Additional resources for working remotely include:

• Working Remotely During COVID-19 – Tip Sheet• WHS Wellness Seminar – Reducing Anxiety and Managing

Transitions to Remote Work During COVID-19 – Available through MyLearningLink

A. TAKING CARE OF MENTAL HEALTH (REVISED)

8. Feeling safe in the workplace

As we adjust to our new normal, it is important for all of our staff to take care of their mental health and to maintain their social connections. As a leader, you can help your staff feel physically and psychologically safe during this time of change by:

• Regularly checking in with your people.

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A. TAKING CARE OF MENTAL HEALTH (continued)

• Providing frequent updates on changes to the work environment.• Providing information on how to access supports and resources.• Ensuring your people feel safe and comfortable asking questions.• Supporting social connections and team relationships.

Here are some of the ways AHS can support you and your team:

• The Resilience, Wellness and Mental Health Resource Guide has been created to identify opportunities to improve staff and leaders’ mental health both at work and at home.

• Employee and Family Assistance Program (EFAP) offers access to a variety of supports including learning, coaching, and counselling. Access EFAP by calling 1-877-273-3134 or by visiting homeweb.ca or e-AP.

• Physicians and their families can access supports offered by the Alberta Medical Association’s Patient and Family Support Program (PFSP) by calling the 24/7 confidential phone line 1-877-767-4637 (1-877-SOS-4MDS) or visiting the Alberta Medical Association website.

• Additional wellness resources for Alberta physicians are available through www.ahs.ca/mdwellness and Well Doc Alberta.

• Midwife supports can be accessed by visiting the Alberta Association of Midwives.

• Respectful Workplaces and Change the Conversation has a variety of resources to support social connections and conflict resolution.

AHS has many resources to support you in having safe interactions with each other and those we care for. More than ever, we need to work together to get through this and must continue to show compassion and respect for each other.

• Supporting Each Other – Returning to Work• How to Stay Safe and be Respectful• How to Support Mask Wearing• Building Healthy Work Relationships – Behaviour Continuum• Self-Care and Safe Communication Strategies• POHV Recommendations for COVID-19 Assessment Centre Staff• POHV Recommendations for COVID-19 Non-Clinical Screening

Tables• Safe Care, Together Posters• In times of change – tip sheet• Self-Care Tip Sheets• Supporting Your Mental Health• Health and Wellness

EFAP supports:

• EFAP Life Smart Coaching• EFAP counselling services• COVID-19 Wellness seminars (register through MyLearningLink)• Physician Wellness Infographics• Physician Wellness Zoom Rooms, registration details at

http://www.ahs.ca/mdwellness

We’re here to help. If you have questions or would like to provide feedback on the resources available to you, contact wellness@ahs.ca, or MDwellness@ahs.ca for physicians.

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9. Supporting our relaunch

A. IDENTIFYING A RELAUNCH AMBASSADOR

As a leader, you may wish to identify one or more Relaunch Ambassadors to coordinate logistics and champion your team’s return to the workplace. This may be a site manager, site administrator, or any individual who is already familiar with your team and AHS processes, such as ordering supplies and coordinating communications.

B. HOW RELAUNCH AMBASSADORS HELP

The Relaunch Ambassador’s primary role is to act as a point of contact to help address questions and concerns from staff related to their return to the workplace. Relaunch Ambassadors serve as change agents to help raise awareness about the impact each of us has in creating a work environment where everyone feels safe. Here are some of the ways Relaunch Ambassa-dors can help shape our return to the workplace:

i. Communication

• Sharing information and referring staff to workplace relaunch resources.

• Helping teams understand the resources available to them.• Responding to recurring questions or issues where the response or

solution has already been determined.• Coordinating and reporting staff questions and concerns to

COVIDRelaunch@ahs.ca when the response or solution is not known.

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B. HOW RELAUNCH AMBASSADORS HELP (continued)

ii. Engagement

• Helping leaders get their team’s engagement on implementing safety measures.

• Reinforcing AHS standards on measures such as continuous masking and physical distancing and reminding staff of the guidelines.

• Inviting staff to identify areas that do not appear to be meeting guidelines – perhaps by submitting photos – together with their suggestions for how to address the concerns.

iii. Facility preparedness

• Supporting the implementation, monitoring and improvement of workplace safety measures.

• Coordinating workplace relaunch activities to ensure facility readiness by collaborating with service providers, leaders, and other relaunch ambassadors.

• Using existing processes to coordinate orders for signage, PPE and cleaning supplies on behalf of the team to ensure there is appropriate stock, and submitting CRSR requests to e-Facilities to request assistance with space management concerns.

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APPENDIX I COVID-19 WORKPLACE RELAUNCH PLANNER

How to use this Planner:

This planner has been built to help you navigate the COVID-19 Relaunch Playbook and to help ensure your team and site is in compliance with the Government of Alberta guidelines. It will guide you through some of the most important questions that must be answered before returning to the workplace.

Each department, unit or site will be responsible for developing a plan to reduce the transmission of COVID-19 in the workplace. Before building your plan, we recommend you review the “Preparing to return” section of the playbook. This section will walk you through key decisions and considerations that must be made before returning staff to the workplace.

Leaders should refer to the “Relaunch Planning Roadmap – Scenarios for Leaders” tool, which will help them to navigate the resources and approval processes for their specific site.

Download Appendix I Microsoft Word file

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Section 1: Team Profile

This section should be completed by leaders who are returning staff to the workplace. It will capture critical information about their staff and space, and will provide them a “snapshot” of their team.

Department:

Manager/Leader:

List all the sites that you manage and the staff component and functions below:

Site(s) (Building, floor, office #):

Number of staff at each site

Current Status of Staff Types of Roles

# of staff working on site:

# of staff working remotely:

Work with patients

Work with public

Work with other AHS staff

Other

Operational and Staffing:

Which roles on my team are most critical to have on site and why?

What roles should be on site first?

What roles on my team can continue working remotely?

Who on my team has requested accommodation to work remotely?

Capacity and Scheduling:

What is the maximum number of people that I can have on site while maintaining physical distancing? (reach out to your site coordinator for guidance)

Can I enable physical distancing by staggering scheduling? (e.g. for staff arrival, departure, and breaks) Yes No

What scheduling changes could I implement to manage capacity and physical distancing? (provide details about what scheduling or sequencing plans are in place for the return of staff)

Are there other leaders/teams on my site/floor I should coordinate schedules with? If so, identify:

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Section 2: Planner for Staff Returning or Continuing to Work On site:

This is a tool that leaders can use to assist them in implementing the appropriate and required safety and communication measures in their sites. References and links are provided beside questions to assist leaders in answering the questions.

Relaunch Requirements Compliance Status

Yes No N/A Action/Comments

Cleaning and Physical Distancing Most information about cleaning and physical distancing can be found in section 3 of the playbook.

1. Have staff been provided with the appropriate hand hygieneeducation? Refer to Hand Hygiene (AHS) or section 7.A.ii of the playbook.

2. Have staff been provided with guidance and information on howto keep their workstation clean and disinfected? Refer to section 3.D.of the playbook.

3. Is there a plan on how shared staff, client or patient equipmentwill be kept clean and disinfected? Refer to section 3.D and 7.A.iv of theplaybook.

4. Is there a plan to maintain directional traffic flow for physicaldistancing?5. Have you confirmed that workstations allow for two meters ofseparation? Refer to section 3.A of the playbook.

6. Do you need to consider using physical barriers or shields? Referto section 3.G. of the playbook.

7. Have you obtained the appropriate cleaning and disinfectingsupplies for your site and communicated where these are kept?Refer to section 3.D.i of the playbook.

8. Does your area conduct classroom or in-class training? Refer toSection 5.I and 5.J of the playbook.

9. Does your site rely on elevator use by staff? Refer to section 3.F ofthe playbook.

Fit for Work Screening Leaders can reference section 5 of the playbook for more information about Fit for Work Screening.

10. Is there a staff self-screening process established for your siteas per the Fit for Work Protocol? Refer to section 5.A of the Playbookand the Fit for Work Implementation Guide. The implementation guideprovides steps for implementing and communicating your plan.

11. Are staff aware of the fit for work protocol, your site’s processes,and their responsibilities for self-screening and follow up each day?Refer to section 7 of the playbook for resources for staff.

12. Are leaders aware of their responsibilities for ensuring staff andvisitors are following protocols? Refer to Fit for Work ImplementationGuide.

13. Do you have a process if someone calls in ill or has to go homeduring their shift due to COVID-related symptoms?14. Do you allow guests or visitors at your site? Refer to section 7.A.viof the playbook.

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15. Do you have processes in place to ensure that guests andvisitors are completing self-screening upon entry? Refer to COVID-19Designated Family/Support and Visitation Guidance.

16. Do you have a process in place to manage a guest who isdisplaying symptoms while on site?

Personal Protective Equipment (PPE) Leaders can refer to section 4 of the playbook for more information about PPE.

17. Have you identified who needs to use which PPE? Refer tosection 4.A of the Playbook.

18. Do you know where to obtain PPE for your site? Refer to section4.B of the Playbook.

19. Do you have a plan in place to supply staff with PPE and trainthem on how to properly use it?20. Will you need to consider installing physical barriers in locationswhere two metres of distancing is consistently hard to maintain?21. Do you have updated contact information for staff to notify themof a known exposure?

Preparing and Communicating with your People 22. Have you read and familiarized yourself with:

• Section 5 of the playbook – Preparing our people• Section 7 of the playbook – Resources for staff

23. Do you have a communication plan in place to ensure staff havethe required return to work information? Is the plan to communicatein writing or in person or both? Refer to section 5.K in the playbook andAppendix III – Supports for Leaders – Meet with Your Staff – ConversationStarters.

24. Have you communicated with staff prior to the return?

25. Have you checked in with staff once they have returned?

26. Do you have a process in place for staff to raise concerns or askquestions?

Caring for Social and Mental Health Leaders can refer to section 7 of the Relaunch Playbook for more information about supporting social and mental health.

27. Have you made staff aware of the mental health andpsychological safety supports that are available to them? Refer tosection 8.A of the Playbook.

28. Have you communicated the importance of maintaining socialconnections between staff:

• Taking virtual breaks• Holding in-person meetings in larger spaces to allow

physical distancing• Checking in with one another when working from home• Being kind and helpful

29. Do you know if your staff feel safe returning to work?

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Section 3: Planner for Staff Working Remotely

This is a tool that leaders can use to assist them coordinating and managing staff who are working remotely.

Relaunch Requirements Compliance Status

Yes No N/A Action/Comments

Supporting Staff Leaders can refer to section 6 of the playbook for information on supporting and communicating with staff who are working remotely. 1. Do you have regular check in times with staff to see how they aredoing and if there are any concerns?

2. Do you have regular coaching or feedback sessions with staff?

3. Have you established goals and priorities for staff(weekly/monthly)?4. Do you have regular team meetings and update sessions toensure the team is connected and receiving information?5. Do you encourage staff to connect with their colleagues duringtheir work day?6. Do you encourage or create opportunities for social connectionsbetween staff (virtual lunch or coffees, etc.)?7. Do you remind staff to keep up to date with organizationalupdates and supports (i.e. AHS COVID page)?8. Do you celebrate milestones and achievements for individualsand the team?9. Have you made staff aware of the mental health andpsychological safety supports that are available to them? Refer tosection 8.A of the playbook.

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APPENDIX II (REVISED) SPACE CAPACITY CONSTRAINTS AND MANAGEMENT OPTIONS

It has been determined that the majority of our workstations and offices either meet or exceed the need for physical distancing and reconfiguration is not required. Leaders should review the current Government of Alberta relaunch guidelines to help determine the number of people who can safely be on site at one time and how to ensure individuals follow the continuous masking directive.

Building access constraints • Elevators in AHS sites will be restricted to one, two or three passengers per cab,

depending on cab size, if passengers are not masked. If passengers are masked,elevator capacity will be half of the maximum capacity. This will mean longer waittimes for elevators, which may affect an employee’s ability to arrive at theirworkstation at a specific time.

• Use of stairways to access floors is encouraged, provided that they can be usedsafely and that physical distance can be maintained. Staff using stairways shouldkeep their hands free of excess items to avoid slips, trips and falls on the stairs.Staff may use handrails as a safety precaution and must wear masks if physicaldistancing is not possible. It is not recommended to create one-way access forstairways due to fire code considerations.

• In leased space where AHS is not the sole tenant, staff must comply withguidelines set in place by the landlord for access to the space.

Staff scheduling and sequencing options

• Can the return be phased over several weeks, including bringing certain positions backfirst?

o Should leaders return first to ensure the environment isready for their staff?

o Does it make sense for those who occupy offices to returnbefore those who use workstations?

o Leaders may choose to schedule only a portion of theirstaff to return at once to manage density in the workspaceand allow for greater physical distancing. Given limitedaccess to floors requiring elevator access, 50 per centoccupancy is suggested until restrictions are lifted.

• Does the seating plan for staff require review to ensure appropriate physical distancing?o Should the use of some dropdown stations be

discontinued in the interim phase?o Should all staff be relocated to spaces around the

perimeter of the room to achieve greater distance betweenworkstations?

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• What consideration must be given to the use of conference rooms or shared spaces(while practicing social distancing) to maintain team cohesion, training, andconnection?

• Can alternate schedules be implemented, so not all workers are in the office on thesame days or arriving and leaving at the same time?

• Can break and lunch times be staggered so common areas can support physicaldistancing and cleaning requirements?

• What will the impact be to employees if schedule changes are implemented?o Parking fees cannot be charged by shift and parking permits cannot be shared.o Transit use to commute to/from work may not be an option.o Several IT considerations exist:

In some cases, IT support may be needed to reactivate equipment thatremained at a workplace.

AHS staff are provided with one set of IT equipment, and it would not bepractical for staff to commute regularly with larger-scale IT equipment(monitors, desktop computers, etc.). If alternating schedules areintroduced, what measures can you implement to enable all staff to beproductive with the minimum inconvenience, whether they are working inthe office or remotely?

• What legal and contractual requirements must you consider when looking at options for changing schedules?

Refer to the appropriate collective agreement for schedule change options or to the NUEE Terms and Conditions of Employment

Consider employee personal needs. Personal circumstances like childcare can restrict the feasibility of schedule change options.

If you and your staff member cannot agree on a different schedule, please contact HRBP to determine next steps.

• Who do I need to coordinate the return to work schedule within my building, to ensure all programs/services/departments remain aligned and physical distancing is maintained while not overtaxing elevator capacity or stairwells?

Consider other programs/services/patients/clinicians.

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Plan 1:1 meetings to start the conversation. The goal of the conversation is to better understand who is in a position to return to the workplace.

Conversation Starters

Tell me about your current interim work arrangement? What are the positives and what are the challenges? What would be your ideal working scenario during the relaunch phase? How does the ideal scenario support your clients? How might this impact you personally? How might this impact your work and the work of the team?

APPENDIX III SUPPORTS FOR LEADERS

As a leader, you may find it tricky to know how to best support your people during this time. A good first step is understanding how the change will impact each team member and engaging them as part of the solution. The optional exercises below can help you understand your team’s questions, concerns, and priorities.

Where to start?

Meet with Your Staff

Meet with Your Team Here are some tools you can use with your team to better plan for work during this time.

Yesterday–Tomorrow Worksheet ADKAR Quick Start Worksheet This process helps you and your team methodically work through a full list of impacts to the way people do their work. This will help determine which aspects of peoples’ work will change and what will stay the same, identifying the most important aspects to consider.

Template: Yesterday-Tomorrow Exercise Example: Yesterday-Tomorrow Exercise - Example

The Prosci ADKAR® model is a quick and easy way to plan the people side of a change by identifying the constraints and specific actions to move forward by reviewing the five concrete outcomes people need for lasting change: awareness, desire, knowledge, ability and reinforcement. For more information on ADKAR, view this video or check out resources on our change adoption site:

Template: ADKAR Quick Start Guide Worksheet Example: ADKAR Quick Start Guide - Example

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How to Use the Tools

Yesterday-Tomorrow Worksheet (Quick Guide)

ADKAR Worksheet (Quick Guide)

Step 1: First identify your relaunch scenario: full return to the workplace from working remotely, continue to work remotely, or a combination of return to the workplace and remote work.

Ideally, co-create this with your staff or your colleagues. If you can’t, walk through the exercise yourself, then validate with others.

Step 2: Identify who is impacted by the change: team members, advisors, managers, support staff.

Step 3: Use the template to list what was in place prior to relaunch (Yesterday), then move over to the tomorrow section and list what needs to be different or remain the same.

Step 4: Estimate the degree of impact on each element using the scale of 1 – 5 (low to high). Fill out the rest of the worksheet.

Step 5: Upon completion, identify your ideal outcome.

Step 1: Identify your adoption challenge (behavioral outcome) based on what you have learned through the yesterday-tomorrow exercise: e.g. people having a positive experience returning to the office from remote workspaces.

Step 2: For each of the AKDAR elements, identify the biggest anticipated barriers.

Step 3: For each of the ADKAR elements, identify how you might overcome these barriers.

At the end of the exercise, you will have a quick action plan for change.

For more information, visit Change Adoption on Insite or email change.adoption@ahs.ca

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APPENDIX IV ALTERNATE WORKPLACE ARRANGEMENTS – JOB FUNCTION ANALYSIS TOOL

Leaders can use this tool to either assess individual proposals or identify the positions in their departments that may be suitable to participate in an Alternate Workplace Arrangement (AWA). In cases where it is indicated that some positions “may not be suited to an AWA”, leaders are encouraged to use their discretion and judgment to determine if arrangements can be made and supports put in place to support an AWA.

Position being assessed:

Value Considerations Yes No Comments Suitability

1. Will the AWA result in an increasein the overall operating costs of thedepartment?

If yes, this position is not suited to an AWA. May be suited to working from home on an occasional basis outside of an AWA.

2. Will this AWA benefit AHS bysupporting our department’s goalsincluding productivity, costeffectiveness, and customerservice?

If yes, this position may be suited to an AWA.

Type of Work Performed Yes No Comments Suitability

1. Does the work performed rely onface-to-face interaction andcollaboration with co-workers,colleagues, or supervisor?

If yes, this position may be suited to an AWA working away from office 1-2 days per week or working from home on an occasional basis outside of an AWA.

2. Is this position required to be atthe worksite to effectively providecustomer service or perform theirjob? (i.e. receptionist, maintenanceworker, etc.)

If yes, position may not be suited to an AWA.

3. Does this position provide directpatient care?

If yes, position is not suited to an AWA.

4. Does the work this positionperforms require regular face-to-face interaction with off-siteclients?

If yes, position may be suited for an AWA with regular feedback sessions and status updates.

5. Would the work performed benefitfrom quiet and uninterrupted time?(i.e. research, reading, writing,data analysis)

If yes, position may be suited for an AWA with regular feedback sessions and status updates.

Download Appendix IV Microsoft Word file

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Type of Work Performed Yes No Comments Suitability

6. Does this position require dailysupport, resources or systemaccess that can only be obtainedon-site?

If yes, position may not be suited to AWA.

7. Would having this position workoff-site impact overall servicequality or organizationaloperations?

If yes, position may not be suited to AWA.

8. Is there a requirement for thisposition to access original paperconfidential records on a regularbasis?

If so, position may not be suited for an AWA due to privacy and security issues.

9. Can work be done remotelythough electronic records?

If yes, position may be suited to an AWA.

Managers/supervisors may use the following questions pertaining to measuring results to further determine if a position is suitable to participate in an AWA.

Measuring Results Yes No Comments Suitability

1. Does this position havemeasurable quantitative orqualitative results-orientedstandards of performance? (i.e.project work with timelines)

If yes, position is suited to AWA.

2. Can work be measured throughobtaining client feedback?

If yes, position is suited to AWA.

3. Can work be measured throughregular status updates?

If yes, position is suited to AWA.

This position is suited for the following:

� Alternate Workplace Arrangement � Worksite-Based Worker

Comments:

Download Appendix IV Microsoft Word file

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APPENDIX V PROCESS IMPROVEMENT – WORKSHOP OFFERING RETURNING TO A NEW NORMAL SERVICE POST-COVID

WorkshopThe Process Improvement team recognizes the many challenges teams are going through in adjusting their services to accommodate the new working environment.

This workshop is designed to assess, prioritize and take action to enable your services’ return to scheduled operations in a safe and effective manner for your staff, patients and families.

• Support teams, practitioners, and leaders in identifying safety threats and system issues.• Look at how processes will differ from your previous “normal day” to address common challenges

such as need for ongoing PPE, maintaining distancing, wayfinding, workplace flow, screening,scheduling, adjusting triage criteria, etc.

A combination of expert instruction, team engagement, and coaching will be used to achieve this objective. It is strongly recommended that those who are interested in this workshop have dedicated time to work together. Application of AIW improvement principles will be used throughout. The concepts of a Rapid Improvement Event (RIE)* will be used to guide the workshop.

*RIE: A proven method for developing & implementing improvements.Focus is on an identified workplace or process issue. Hands on,participative action session, which engages individuals primarilyinvolved in the affected work process. Can be one event or a seriesof related events. Preparation & follow-through are critical.

OVERVIEW

Phase 1(2-6 hours)

• Pre team involvement• Meet with sponsor/keystakeholders

• Understand & document pre-COVID processes

• Using a three stage aproach tochange managment tounderstand what has been doneand what needs to be done toaddress the people side ofchange• 1st stage - Identify the groupsimpacted, with the option tocomplete a quick ADKAR statusfor each

Phase 2(2-day event)

• Team involvement• Validate the process• Identify work areas that will have to change (safety threats, system issues, constraints)

• Continue to use the change management tools• 2nd Stage - Go through a quick exercise of Yesterday-Tomorrow for each ‘job aspect’

Phase 3(Part of 2-day event)

• Team involvement• RIE- Identify actions that need tobe completed• Potential tools to be used:• Table Top• Walkthrough• Other

• Prioritizing actions• Create action plan• Continue to use changemanagment tools• 3rd stage - Identify all actions forthe people side to be completedas part of the service change

The relaunch planner will help you develop your relaunch plan and ensure you have the appropriate PPE, physical distancing and communication plans in place. Use the planner to navigate the playbook as needed for reference. Note: Section 3 of the planner can be used to assist leaders in coordinating and managing staff who are working remotely.

The relaunch playbook is a resource guide to help you prepare your relaunch plan when the time comes for you to return staff to the workplace.Relevant Sections of Playbook: 1 – 6Note: You may want to review Sections 1 & 2 of the playbook first, then use the planner to start building your relaunch plan, cross-referencing with the playbook as required.These sections will help you finalize the recommendation for your staff to continue working remotely.

SCENARIO 3

I have staff who were redeployed and may not be operationally required to return to the site, but could continue to work remotely on a temporary basis until further notice.

I have staff who have been working remotely and should continue to do so on a temporary basis until further notice.

The relaunch planner will help you develop your relaunch plan and ensure you have the appropriate PPE, physical distancing and communication plans in place.

Use the planner to navigate the playbook as needed for reference.

The relaunch playbook is a resource guide to help you prepare your relaunch plan.Relevant Sections of Playbook: 1 – 6Note: You may want to review Sections 1 & 2 of the playbook first, then use the planner to start building your relaunch plan, cross-referencing with the playbook as required.

I have staff who were redeployed and are now operationally required to return to their site.

SCENARIO 2

I have staff who have been working remotely and need to consider when they can return because it is operationally required.

The relaunch playbook is a resource guide you can reference to confirm existing protocols around cleaning, physical distancing, PPE, etc. It will also help you navigate new considerations such as:

• Guidelines on in-person training• Guidelines on physical barriers

Relevant Sections of Playbook: 3 – 6You will be able to document the steps you’ve taken in the planner to ensure a comprehensive review of the safety measures needed for your site.

I have staff who have remained in the workplace during the COVID-19 pandemic.

SCENARIO 1

Relaunch Planning Roadmap - Scenarios for LeadersAPPENDIX VI

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APPENDIX VII (NEW) TEMPORARY AWA ERGONOMICS RESOURCES

According to the Temporary Alternate Workplace Arrangements document, staff are authorized to transport their AHS assigned laptops and basic accessories to their home workspace. This should be encouraged by managers if staff don’t already have this equipment at home, as it will aid in the setup of an effective alternative workspace.

The following resources are available for staff who are setting up a temporary workspace at their home. More research is required to determine how we will accommodate staff working from home in the long term as the pandemic persists.

Resources

Home Office Checklist

Tips for Working Remotely

Working from Home - Ergonomics

Tips for Offsite Workstation Setup

Appropriate Sitting Posture

Temporary Alternate Work Arrangements - Ergonomics

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APPENDIX VIII (NEW) RECOGNIZING OUR PEOPLE DURING COVID-19

Now more than ever, our teams need and deserve appreciation for the incredible work that has taken place across AHS as we respond to the COVID-19 pandemic. AHS people and teams have not only adapted and risen to the challenge, but have gone above and beyond, contributing time, resources, and innovations to aid in the response and continue making improvements to the healthcare system. To help you recognize the incredible work that has taken place, we are offering a series of unique COVID-19 recognition opportunities.

Whether you’d like to give a team member a small boost or recognize someone formally, there’s something for everyone.

e-Cards

Sending a custom e-Card is a simple, free way for anyone in the organization to express their appreciation to a colleague.

Send an e-Card.

Buttons

Buttons are a fast, fun, and easy way for leaders to recognize individuals and teams for their hard work and dedication during our response to COVID-19.

Order Buttons. Please allow 2-3 weeks for delivery.

Leader Letter

An official COVID-19 appreciation letter template is available to send to staff, physicians, and volunteers. You can easily customize this template as needed.

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Certificates

An “Above and Beyond” certificate has been created to recognize teams or individuals who have gone beyond the scope of their work to help support the AHS response to the pandemic. Leaders can request personalized certificates for their team members online. The certificate will be will be sent back to the leader to sign and present to their employee.

CARE Awards (COVID-19 Edition)

The CARE Awards (COVID-19 Edition) recognize individuals and teams who have done exceptional work and gone beyond their everyday job duties, demonstrating the values to which our staff aspire: Compassion, Accountability, Respect, Excellence and Safety.

Leaders can nominate individuals or teams to recognize their success, dedication and commitment to healthcare during the COVID-19 pandemic.

All nominations are reviewed by a selection committee against criteria that aligns with our President’s Excellence Awards. Recipients of this award will receive a trophy, certificate and acknowledgement from the Executive Leadership Team.

Learn more or submit your nomination through JotForm.