On Friday, March 19, 2021, California Governor Gavin Newsom signed into law SB 95 which enacts supplemental COVID-19 Paid Sick Leave. The law goes into effect immediately, however, covered employers have a 10-day grace period through March 29, 2021 to start providing the leave. Additionally, the law is retroactive to January 1, 2021.  Read here for more details on the particulars, courtesy of our Board Member James Wu.

If you have any questions about the new California supplemental COVID-19 paid sick leave or related employee leave issues, please contact:

James Y. Wu

925-658-0300

james.wu@quarles.com

Rossmoor Walnut Creek

Martha Rivas, HR Generalist

Members since: November 2017

Why did you join the CCCEAC?

We enjoy the variety of topics discussed and getting to know the other members.

What do you look forward to the most from your CCCEAC membership?

Pre-COVID we enjoyed sitting with others, sharing our struggles and how to deal with them.  We hope to go back to that soon.  However, we truly enjoy the commitment that CCCEAC has to its members during such a challenging time by always going above and beyond.  We always look forwar to the topics because they are relevant and helpful.  (Note from the CCCEAC:  Martha was our 2018 and 2019 scholarship winner!)

Tell us about your company!

Rossmoor is a nationally recognized community for seniors who are 55 and older. It is a place of comfort, beauty and serenity, enjoyment and enrichment that is home to people from all over the world.

The Senior Community of Rossmoor first opened in 1964 with HUD-approved co-op housing. The community, originally known as “Leisure World,” was the brainchild of Ross Cortese, who saw the growing population of older citizens and felt their special needs were not being met. His innovative dream was to create self-contained senior communities, offering rewarding living for average individuals whose busy professional and child-rearing days were ending, but who were still interested in active and enriched living. He wanted to establish a country-club atmosphere that would be in reach of the average senior. 

Today, Rossmoor has more amenities and leisure activities than even Cortese could have imagined. There are five clubhouses and an event center, a fitness center, 27 holes of golf, eight tennis courts, a state-of-the-art table tennis clubhouse, lawn bowling greens, bocce ball courts, three swimming facilities, picnic grounds, a computer center, a full-service library, a bridge/card room, a movie theater, hobby and arts shops, a full-service restaurant and bar and a dog park.

How can members contact you regarding services provided by your company?

Check out our website  www.rossmoor.com

• By now you’ve likely heard about the Tampa Bay Buccaneers Superbowl LV win over the Kansas City Chiefs. Being a resident of the Tampa Bay area, for us, this has been a long time coming. While the Buccaneers won the 2002 – 2003 Superbowl after many years of being the laughing stock of football, they had not reached the playoffs since 2007. So, you can imagine for us here in Tampa Bay, this win is the equivalent of winning the billion-dollar lottery Powerball.

  But the question many people are rhetorically asking is, what was the difference this year? It’s rhetorical because we all here know the answer to that question. You guessed it, Tom Brady. That got me to thinking about organizations and the leaders who influence them.

  After an unceremonious exit from the only team he’s played for since entering the NFL, Tom Brady landed with the Bucs and immediately began drawing from a talent list of players. Only a year after retiring from the NFL, he coaxed tight end Rob Gronkowski out of retirement. It is reported that Gronk replied to Brady’s call, “I’ve been waiting on you to call.” He also tapped running back Leonard Fournette, who himself was out of a job, having been released by the Jaguars. And one of the most startling people Brady tapped was Antonio Brown, who like Shleprock in the Flintstone cartoon, trouble never seemed far behind him.

  What does Gronkowski, Fournette and Brown have in common? All were recruited by Tom Brady and not one of them were with the Buccaneers the year before. There are some incredible lessons organizations can learn from the moves made by Tom Brady.

  Great Leaders Draw Great People

  Many, if not most leaders spend a great deal of time simply working to achieve results. While results matter, they are not the holy grail. Great leaders take it a step further, and draw great people to build a great culture. Great leaders aren't satisfied with what they "have." Great leaders also have an influence that causes others to want to be around them.

  Tom Brady, knew Gronkowski still had more juice left. Tom Brady, knew Leonard Fournette wasn’t washed up and could still be a punishing runner. Tom Brady, knew that with the right mentoring, Antonio Brown could flourish. And because of Tom Brady’s leadership, not only did the men he recruited excel, they were the keys to the 4 touchdowns for the Buccaneers.

  Who is your Tom Brady in your organization? Who is that person that uses their influence to draw out the best in others? Who’s that person within your organizations that persons inside or even outside of your organization want to work for?

  How Can You Be Like Tom Brady (And still be you)?

  1.    Spend a little time each week looking for great people to spend extra time with to mentor.

• 2.    Spend time developing people to become something instead of getting them to simply do something.

• 3.    Make connections and keep notes on talent you may want to tap down the road.

• 4.    Instead of putting together a list of potential candidates to replace Susie when she gets promoted or moves on, have your own list of people who are the type of talent you want now.

I believe we all want to be around or work for great leaders. I’m aware that neither you nor I are Tom Brady, however, we both certainly can make sure we’re the kind of person that others would want to follow.

So, I leave you with the question I started with, who’s your Tom Brady?

 

Kelvin McCree

www.mylaserfocus.com

Muller Veterinary Hospital

Julia Stephens, CFO

Members since: early 2000s

Why did you join the CCCEAC?

I joined as a veterinary consultant before I was with Muller VH at the referral of another member.

What do you look forward to the most from your CCCEAC membership?

Our team gets so much from the educational opportunities that help us run our business.  You offer excellent speaker.  I do miss the in-person networking where I have met and hired some very helpful consultants for our business.  We have also used the attorney benefits where we have received excellent advice, on several occasions!  I think that CCCEAC is one of the most undervalued and undermarketed resources for smaller employers in Contra Costa County.

Tell us about your company!

When you have a pet, giving them the best care possible is definitely achieved at Muller Veterinary Hospital in Walnut Creek.  Muller Veterinary Hospital was established 1957 by Dr George Muller, the Father of Veterinary Dermatology.  It was later sold to Dr Erin Troy in 1999.

Muller VH has been accredited by the American Animal Hospital Association since its inception.  They specialize in general animal veterinary services as well as providing world-class pain management care in their canine rehabilitation center. (Note from the CCCEAC:  Muller is currently such a popular hospital, there can be up to a several week wait before a new client can get a first appointment.)

How can members contact you regarding services provided by your company?

Check out our website  www.mullerveterinaryhospital.com

Adaptive Learning Center

Donna Feingold, Executive Director

Members since: 2014

Why did you join the CCCEAC?

I had previously participated in local EACs at past jobs and always found the information valuable and offered at a reasonable price.

What do you look forward to the most from your CCCEAC membership?

Good trainings and, pre-Covid, with an opportunity to network with other companies.

Tell us about your company!

We are a local nonprofit based in Concord and have been around for over 30 years.  We support individuals with disabilities to live and work independently in the community.  We support an amazing group of individuals with a wide range of abilities and talents.  These individuals are your friends, your neighbors, your employees, your customers, and your fellow citizens.  Our vision is a community where individuals of all abilities have limitless opportunities.

How can members contact you regarding services provided by your company?

Contact me directly (dfeingold@alc-ca.org) or check out our website www.alc-ca.org

Welcome the newest addition to our Board of Directors!

James Y. Wu, Membership Coordinator

James Wu is honored to be joining the CCCEAC Board of Directors.  You may recognize James because he has been a presenter the CCCEAC for the past several years.  James has been providing strategic and day-to-day advice and counsel to employers for over 25 years on all employment law topics, including terminations, leaves of absence, COVID-19 issues, Employee Handbooks and policies, employee classification, and so much more.  He also defends employers when claims arise, including wage & hour, PAGA, discrimination, harassment, and wrongful termination.  He serves businesses of all sizes - from start-ups to Fortune 50, and represents many businesses in Contra Costa.  James is also a former President and current Board Member of the Northern California Employment Roundtable (established in conjunction with the California Department of Fair Employment and Housing (DFEH)).

James and his family have lived in Contra Costa County since 2001, and he is very active in the community.  He has served on the Board of Directors of the Contra Costa County Bar Association for nearly a decade, and was the President of the Board in 2018 and 2019.  James also served as the Section Leader of the Bar Association's Employment Law Section.  Outside of work, James has served at his children's schools and he is a former President and Board Member of the Walnut Creek Little League.  James earned his JD from Boston College Law School, and his MA and BA from Stanford University.

Giant Chef Burger

Paula Gassoumis & Nick Kikes, 

Owners

Members since: 2016

Why did you join the CCCEAC?

For the seminars!!   Very informative and educational. 

What do you look forward to the most from your CCCEAC membership?

Staying up to date with new laws affecting employers and how to lead vs manage employees.

Tell us about your company!

Pleasant Hill's oldest diner!  Best diner and comfort food in the county and probably in the state, but we might be biased!  We are family owned and operated with an awesome staff!  As for the food, well, we have big portions of everything... old-fashioned country gravy, country fried steak, omelettes, pancakes, French toast, steaks, burgers and more!!! For the healthy eaters, we have plenty of options for you too!  During COVID crisis, food is prepared for “to-go” orders only.  We are hoping to reopen for sit-down dining in the spring of 2021!

How can members contact you regarding services provided by your company?

Place an order "to go" by calling us at 925-689-6094, option 3, or stop by and order at the window!

We were honored to be the subject of the Partner Spotlight in the Workforce Development Board of Contra Costa County's October Newsletter.  Check it out below!

By Marilynn Schuyler, Schuyler Affirmative Action Practice

This pandemic has altered our ways of conducting business. For those of us fortunate enough to still be in business, we face new challenges in some obvious, and some not-so-obvious ways. The more obvious changes include social distancing, the wearing of masks, and the huge increase in reliance on Zoom and related technology. But the pandemic also impacts human resources issues, particularly with respect to non-discrimination, equal employment opportunity, and providing reasonable accommodations. Check out my recommendation for best practices here.

Please note: Nothing in this article is intended as legal advice or as a substitute for any professional advice about your organization's particular circumstances. All original materials copyright © Schuyler Affirmative Action Practice 2020.

About the Author: James Boretti is the President and founder of Boretti, Inc. James has over thirty years of environmental, health and safety management and consultation experience. He is a Certified Safety Professional, a prestigious designation he has held for over 25 years. You can contact him at (559) 372-7545 or james@borettiinc.com.

In today’s COVID-19 environment, people may think this isn’t a great statement to make: having safety makes sense. In the safety profession, the following question has always been a challenge: “Why safety?”

There are many reasons why organizations embrace safety, such as complying with OSHA regulations, minimizing the impact of insurance rates, reducing injuries, or minimizing risk exposures. And on the surface, it appears that most companies pay attention to safety to avoid something: recurrence of a recent serious injury; OSHA penalties; high insurance rates. While all of these are good reasons, these actions are reactions: in each case safety isn’t planned, it’s a reaction to something that happens.

In the past, the assumed answer is “because it’s required;” however, today we see safety is all about creating confidence: confidence that our food supply is safe, confidence that our workplaces are safe to work in, and confidence that it’s safe for customers to return. And that confidence comes with success. A safe environment allows customers to feel confident to visit and buy from you, talent to seek employment at your organization and remain, and stability for the organization. Over 30 years of experience has shown that to build this confidence, businesses must follow five steps to embrace safety.

5 Basic Steps to Embrace Safety

1.    Assess –

Ask yourself “What is of risk to the organization, and how can I possibly control it?” You’d be amazed at all the wasted effort you’ll find if you spend a little time asking these questions. Knowing these risks helps you know how to address them.

OSHA lists absenteeism, change in commerce patterns, and interrupted supply chain are potential risks to businesses from the COVID-19 pandemic. And, if we are to assess for risk, OSHA’s assessment for risk fall into three major categories:
Considerations would be given to proximity (closeness to others); frequently touched surfaces that may be found in a common area such as a lobby, customer waiting room, breakrooms, restrooms, and timeclocks; and layouts such as open spaced work areas and airflow.

2.  Process –

Once you know risks you need to address, you can know how you’re going to control them, and you’ll want to put them into a written process. OSHA has outlined a process to reduce exposure risk for employees by addressing both workplace-specific and non-occupational risk factors to determine the best prevention measures for your operation. As always, ensure you are following federal, state, local, tribal and/or territorial recommendations.

Applying this to the COVID-19 situation, capturing the efforts you make into a plan ensures your efforts are on track and documented, and that they are working well. The key is to ensure everyone knows who is going to do what by when. Elements of a process would include the following:

• Elements	Expectations, Better Practices, Application
  Responsibilities / Roles	Lists who is responsible for what by when
  Access	Who can access the facility / job-site / when (i.e., employees, contractors, visitors), working from home, screenings, PPE and distancing expectations, etc.
  Cleaning	How is this done, frequency, what surfaces (hard vs. porous), post-COVID suspected or confirmed, etc.
  Precautions	Social distancing, PPE, washing / sanitizing, staggered shifts and breaks, etc.
  Travel	If necessary / approved, precautions to take, etc.
  Carpooling / Vanpooling / Ridesharing	If necessary, cleaning and disinfecting after each ride, self-screening, barriers / PPE, ventilation
  Resources	Items the company will provide to employees, customers (within its ability)
  Communication	For confidence on cleaning, following suspected / confirmed COVID cases, etc.

3.    Educate –
Educating on and including your people in the process, including the risks being controlled and why, will help them engage and contribute to the success, making it more valuable.

Applying this to the COVID-19 situation, education would cover the following elements at a minimum:

–      Cover coughs and sneezes
–      Wash hands
–      Wear face coverings
–      Frequent cleaning
–      Stay home if sick / exposure
–      What’s changed in the workplace
–      Your program / what’s expected

4.    Implement –

Implement the process and watch it take off. For the current COVID-19 pandemic, the Centers for Disease Control (CDC) and OSHA suggest implementing frequent handwashing and shifting policies or practices to include more flexible worksites and work hours. Workplace changes such as workstation distancing or use of barriers, and one single point for entry and a separate single point for exit are also some ideas to consider COVID prevention.

5.    Investigate –
Not everything will be perfect the first time: if something goes wrong, investigate to find out why, then make a change to improve the process.
OSHA uses the following investigation technique for a COVID situation to determine if it is possibly work related or not.

–      Several cases develop among workers who work closely together

–      Contracted shortly after lengthy, close exposure to customer or coworker who has a confirmed case of COVID-19

–      Job duties include frequent, close exposure to the general public in a locality with ongoing community transmission

–      The person is the only worker to contract COVID-19 in vicinity and job duties do not include having frequent contact with the general public, regardless of the rate of community spread.

–      Outside the workplace, the worker closely and frequently associates with someone who (1) has COVID-19; (2) is not a coworker, and (3) exposes the employee during period in which the individual is likely infectious

The answers to the investigation would trigger immediate actions to do with regard to communication, quarantining and cleaning, and how the process can be improved, if needed.

For additional resources regarding COVID, see the following links:

These five simple steps will create the confidence needed for success. Contact a safety professional to provide you guidance and support.