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H1N1 Workforce Reduction Forum. Theresa A. Masse, State Chief Information Security Officer Department of Administrative Services Enterprise Security Office. Agenda. Opening Remarks Public Health Q&A DAS Enterprise Security Office Agency Panel DAS Human Resources Service Division - PowerPoint PPT Presentation
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H1N1 Workforce Reduction Forum
Theresa A. Masse, State Chief Information Security Officer
Department of Administrative ServicesEnterprise Security Office
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AgendaAgenda Opening RemarksOpening Remarks
Public HealthPublic Health
Q&AQ&A
DAS Enterprise Security Office DAS Enterprise Security Office
Agency PanelAgency Panel
DAS Human DAS Human Resources Service Division
DAS Risk ManagementDAS Risk Management
Q&A Q&A
3
Opening Remarks
Scott Harra, Director
Department of Administrative Services
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Opening Remarks
Official state guidance:
Public Healthwww.flu.oregon.gov
HR Issues
www.oregon.gov/DAS/HR/flu.shtml
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Michael Heumann, MPH, MAEmergency Preparedness CoordinatorOregon Public Health Division
Public Health
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• What is flu?• Typical impact of influenza• What is a flu pandemic?• What now: addressing the current pandemic
Public Health
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What is the flu? -- Seasonal respiratory illness
caused by influenza virus
Influenza symptoms - Respiratory illness;- Fever, headache;- Cough, sore throat; - Muscle aches; and- Diarrhea, nausea & vomiting- Cough and fatigue can last for more than a month
Most people will recover within a week to 10 days
Electron Micrograph of Pandemic H1N1 Flu Virus
Public Health
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Transmission • DROPLET spread most important.
• Cough or sneeze• 3-5 feet
• Incubation period One to three days.- Can be contagious
before symptoms develop.
Public Health
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Flu virus changes in a minor way each year • “Antigenic drift”.• New strains appear each year to which most people are susceptible.• Need new vaccine each year to match circulating strains.
Public Health
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Periodically virus has major changes • “Antigenic shift”.• Nobody has immunity.• Causes a widespread epidemic, or pandemic.• Severity of the new virus strain a major concern.
Public Health
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Impact of Influenza in a typical year • 10-20 percent of population gets influenza each year.• 225,000 hospitalizations and 36,000 deaths from influenza in U.S. in an average year.
- 2,750 hospitalizations and 450 deaths in Oregon.• Most deaths from secondary pneumonia.
- i.e., bacterial infection of lungs after infection with influenza virus.
Public Health
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Pandemics: 1918 Spanish flu • Catastrophe against which all modern
pandemics measured.
• 20-40 percent of world’s population ill.• 20 million deaths in world, 500,000 in U.S.
- Killed more Americans than all wars in 20th century.- Quick: felt well in morning, dead by nightfall.- Others died from complications.- Attack rate and mortality highest among
20-50 year olds.
Public Health
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Other flu pandemics and Pandemic Threats • 1957: Asian flu: 70,000 U.S. deaths.• 1968: Hong Kong flu: 34,000 U.S. deaths.• 1976: Swine flu threat.• 1977: Russian flu threat.• 1997-9: Avian flu: limited spread.
Public Health
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What now? Why worry about pandemic H1N1?
Public Health
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Pandemic H1N1 • New strain appeared spring 2009 and rapidly spread
throughout globe.- Younger people especially affected.
• World Health Organization (WHO) has declared a pandemic.• Everyone is susceptible, so potential for widespread
illness this flu season.• Severity difficult to predict, but could stress
healthcare systems, and economic functioning.
Public Health
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What are goals of Public Health? • Reduce spread of flu.• Protect vulnerable people from complications.• Assure availability of treatment for severely ill.• Minimize social and economic disruption.
Public Health
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Specific planning to help prevent or reduce the effects of a flu pandemic
- Track the epidemic
- Provide accurate information to public
- Provide more detailed information to specific sectors, (e.g. schools, hospitals and businesses)
Public Health
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Ways we can all minimize the spread of H1N1:
1- Cover your nose and mouth with a tissue when you sneeze or cough. Throw the tissue in the trash after
you use it. 2- Wash your hands often with soap and water, especially after you cough or sneeze. Alcohol-based hand cleaners are also effective.
3- If you are sick, stay home. Seek medical treatment when necessary.
Public Health
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Continuity of Operations Planning (COOP) can help reduce service disruption at work
Steps you can take:- Identify essential functions
- Develop order of succession & delegation of authority
- Assess workplace risks and facilitate adaptations
- Consider allowing staff to work remotely, when feasible
Public Health
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Workplace planning can help everyone reduce the effects of a flu pandemic
Stay informed—information changes rapidly Develop a COOP plan Promote social-distancing Initiate non-punitive policies that allow people to
stay home if sick or to care for a sick family member
Communicate plans and policies to employees
Public Health
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Give me six hours to chop down a tree and I wil spend the first four sharpening the axe.
- Abraham Lincoln
Public Health
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For further information about H1N1 pandemic: www.flu.oregon.gov
www.cdc.gov/h1n1flu/
www.oregon.gov/DAS/HR/flu.shtml
www.oregon.gov/DAS/PEBB/flushots.shtml
Public Health
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Enterprise Security Office
Theresa A. Masse, State Chief Information Security Officer
Department of Administrative Services
Enterprise Security Office
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Enterprise Security Office
Workforce Reduction - Key Considerations: Commitment to deliver services Critical Business Functions (defined in BCP) Interdependencies with Business Partners Protecting State information Planning/preparing in advance
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Enterprise Security Office
Telecommuting: A planned/pre-approved regular schedule for
working from an alternate location
Teleworking: Working remotely on an irregular or ad-hoc
basis
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Enterprise Security Office
Teleworking Checklist: What are agency remote access capabilities?
Email System/Applications Phones
Consider third party workforce State or personal equipment
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Enterprise Security Office
Teleworking Checklist: Document agreements - in advance Protection – based on Information
Classification level Test – test - test!
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Agency Panel
Holly Mercer, Executive Director
Oregon Board of Nursing
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Board of Nursing
Regulate approximately 70,000 licenses of nurses and nursing assistants.
48 FTEs, $12.1 million budget Process an average 3,316 licenses per month. Call center (4 people) fields an average 4,800
calls per month. Receive an average of 60 complaints via phone
or e-mail per month. Process an average 117 criminal history hits per
month.
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Board of Nursing
Preparing a plan to assure continuity of service with a 40-50% reduction in staff.
Core business functions: Licensing (public safety; ensure healthcare staffing
needs are met). IT & Finance (ecommerce; fee based revenue) Complaint intake (identify possible emergency
situations to maintain public safety).
Working to identify “skill bank” among staff.
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Board of Nursing
Management team will gather periodically to handle reallocation of staff/duties as needed.
Need to manage expectations of customers in advance; e.g. communicate that staff may not be able to take calls directly, but will return messages within 24 hours.
No telecommuting; assess telework as needed.
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Agency Panel
Paul Cleary, Executive Director
Public Employees Retirement System
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PERS and Our CustomersAgency Three locations; two in Tigard, one in Salem 364 employees
Customer profile 167,000 active members 48,000 inactive members 105,000 retirees 870 employers
Customer contacts Phone centers – employers, members, and third-party administrators Email and website Walk-ins in Tigard and Salem Group presentations Individual counseling sessions
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5,700 Tier One/Tier Two and 5,359 IAP retirements
9,932 account withdrawals
172,000 telephone calls (incoming/outgoing)
118,861 emails (outgoing)
12,502 written benefit estimates
12,773 employer reports with 3,501,158 member records received
263,000 member annual statements
$200 million in benefit payments each month
2008 Retirement System Workload
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Business Seasonality – Workload Processing
FLU SEASON
0
200
400
600
800
1000
1200
1400
1600
JUL AUG SEP OCT NOV DEC JAN FEB MAR APR MAY JUN
TIER ONE/TIER TWO ESTIMATESTIER ONE/TIER TWO RETIREMENTSIAP RETIREMENTSTIER ONE/TIER TWO WITHDRAWALSIAP WITHDRAWALS
36
Increased Telephone and Email VolumePerennial triggering events First three business days of a month when retiree checks are mailed Mondays Retirement spike (January 1 retirements) Tax season (January – April) Variable account adjustment for retirees (February) Annual statements (mailed in May) Retirement spike (July 1 retirements) Cost-of-living adjustments (August) New plan participants (September – educators)
One-off events Litigation and legislation Changes in benefit calculation factors Media coverage
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Key Business FunctionsBenefit
PaymentsOSGP & Health
InsuranceCustomer Service Fiscal Services Information
ServicesPolicy,
Planning, & Legislative Analysis
Benefit applications processing
Weekly check processing
Monthly pension roll
Retirement & withdrawal disbursement
Qualified domestic relations orders
Distributions Enrollment
premiums Plan transfers
& rollovers Phone & mail
handling Enrollments &
catch-up Eligibility &
subsidies Loans Payroll
deductions
Internal/external communications coordination
Customer service desk operations
Customer Service Center & Employer Service Center incoming calls & email
Employer reporting
Maintain member accounts
Post purchases File server
accessibility Separations/
eligibility Database fixes Member
withdrawals Benefit estimates
Cashiering Wire transfers Investment
buys Mail service/
bldg/ship/receive
Accounts payable and receivable
Manual checks Purchasing
services Withholding
deposits Retiree
payments Annual report Tax returns
IT system operations/ maintenance
IT system helpdesk
Program development & testing
Information security
Imaging documents
Emergency system program testing
Legislative analysis
Member appeals
Litigation support
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Critical Business Functions and Staffing Review
Identify and prioritize time-sensitive transactions and qualifying events
Review production chain for weakest links and essential staff
Assess staff skills/work experience for redeployment
Identify system access methods, roles, and security levels
Assess potential workflow process and service delays caused by external and internal partners
Review opportunities for manual work-arounds and outsourcing
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Focus on Mitigating Staff Shortages Redeployment options and cross training
Documentation of procedures (desk manuals)
Streamline system access/approval processes
Temporary delegation of authority
Assess and communicate the need for alternate contacts with employers, vendors, and third-party administrators
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Teleworking Considerations and Concerns
Limited remote access capability on current infrastructure
Production work from home raises security risks and accuracy concerns
Employees at home assumed to be sick or caring for sick
Extended school closures or other extenuating circumstances may require teleworking consideration
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Manage Customer Expectations
Communicate production priorities and estimated timelines via website, newsletter, and automated phone messaging
Engage stakeholders in helping communicate production priorities and timelines
Encourage use of online benefit estimate calculator instead of written estimate
Prepare members for estimated benefit payments
42
Agency Panel
Karen Gregory, Deputy Director
Oregon Department of Revenue
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Department of Revenue’s Department of Revenue’s H1N1 PlanH1N1 Plan
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Topics:Topics: Brief overview of DOR businessBrief overview of DOR business How DOR will handle 20%–40% potential How DOR will handle 20%–40% potential
absenteeism including:absenteeism including: Communication PlanCommunication Plan IT plan for the seasonIT plan for the season Working offsite (telecommuting)Working offsite (telecommuting) Web ConferencingWeb Conferencing
Questions and answersQuestions and answers
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Overview
DOR administers over 30 tax systemsDOR administers over 30 tax systems
Governments rely on all of these collected Governments rely on all of these collected taxestaxes
Business peaks February-April, yet constant Business peaks February-April, yet constant throughout the yearthroughout the year
46
Swine flu paranoia is getting out of Swine flu paranoia is getting out of hand!hand!
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Plan to Handle
H1N1 PlanH1N1 Plan 6-prong approach6-prong approach
Work units determine priorities and create Work units determine priorities and create plans for core workplans for core work
Agency plan focuses on additional revenue Agency plan focuses on additional revenue commitments made to the legislaturecommitments made to the legislature
Communication plan—agency wellness Communication plan—agency wellness committeecommittee
ITIT Plan includes partnering with SDCPlan includes partnering with SDC
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Approach
Telecommuting:Telecommuting: WhyWhy How we did itHow we did it Managers’ reactionsManagers’ reactions ResultsResults BenefitsBenefits DownsidesDownsides
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Approach
Web Conferencing Web Conferencing
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Presented by Karen Gregory Presented by Karen Gregory Deputy Director Deputy Director
Oregon Department of RevenueOregon Department of RevenuePhone: 503-945-8288Phone: 503-945-8288
Fax: 503-945-8290Fax: 503-945-8290E-mail: E-mail:
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Human Resources Service Division
Rebecca Gray, Senior State Human Resource Consultant
Department of Administrative Services Human Resources Service Division
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Human Resources Service DivisionTelecommuting Policy - Draft
Inclusive of both Telecommuting and Telework Focus on accountability while working at
alternate location Agreements
Telecommuting agreement IT Telecommuting Application
Gathering additional comments
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Risk Management
Deb Bogart, Senior Safety and Risk Unit Consultant
Department of Administrative Services Risk Management
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Workers’ Compensation H1N1 Claims It is a worker’s right to file a claim
Claims for contracting H1N1 are likely
Employee burden of proof is high
Risk will be monitoring the nature and number of these claims
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Workers’ Compensation Coverage Out-of-state telecommuting requires special
coordination to ensure WC coverage Routine use of alternative worksite
Out-of-state teleworking does not require special WC coverage coordination Non-routine, short-term use of alternative worksite
Where is the grey line? Use Policy Model Agreement and/or Checklist
to offset offsite worksite risks
56
Questions?
Thank You!