quarterly budget officers meeting · o for fye close entries (preliminary) o for correcting entries...

QUARTERLY BUSINESS OFFICERS MEETINGJUNE 2018

TODAY’S AGENDA

I. University Administrators Search Updates (Terry Johnson)

II. FY 2019 Budget (Susan Klatt)

III. LEAN Practitioner Community (Teresa Kulper)

IV. HR Policy Updates (Terri Hein, Jessica Wade, Joshua Anderson)

V. Fiscal Year End 2018 (Selina Martin)

VI. Facilities Management Services Guide (Lynne Finn)

VII. Exercising Resilience: Strategies for Success (Maggie Moore)

UNIVERSITY ADMINISTRATORS SEARCH UPDATES

TERRY JOHNSON, CHIEF FINANCIAL OFFICER & TREASURER

UNIVERSITY ADMINISTRATORS – RECENTLY HIRED

Dean, College of Public Health – Edith Parker

Dean, College of Law – Kevin Washburn

Dean, College of Medicine & VP for Medical Affairs - Brooks Jackson

Museum of Art Director – Lauren Lessing

Associate Provost for Undergraduate Education and Dean of University College – Tanya Uden-Holman

Associate VP and Chief Financial Officer for UI Health Care – Bradley Haws

UNIVERSITY ADMINISTRATORS – OPEN POSITIONS

Dean, College of Liberal Arts & Sciences

Dean of Students

Chief Diversity Officer and Associate Vice President

UI Health Care Associate VP and UIHC CEO

VP Research & Economic Development

Executive VP & Provost

FY 2019 BUDGET UPDATE

SUSAN KLATT, DIRECTOR, FINANCIAL MGMT/BUDGET & UNIVERSITY SECRETARY

BUDGET SCHEDULE (FY 2019) DRAFT

Date ItemMay 21 (Mon) Budget Schedule and Preliminary Budget Instructions from Board of Regents Office

TBD University's Budget Letter and Salary Guidelines to Campus (Reardon)

Jun 4 (Mon) GL & HR load to the Budget & Salary Application (open for edits)

Jun 6 (Wed) Final FY19 Budgets to Colleges & Central Service Units

Jun 6 (Wed) On Campus Budget Process Begins

Jun 6 (Wed) Daily Download from HR begins

Jun 13 (Wed night) Last Daily Download from HR - No changes Thursday the 14th until budget closes

Jun 15 (Fri) All Budget Narratives & Form 2's due to Budget Office

Jun 18 (Mon) BUDGETS DUE BY 10:00 A.M.

July 2 (Mon) Final Institutional budget submissions due to Board Office (Final budgets and related forms)

Aug 1 (Wed) Board of Regents Meeting/Approval of Final Budget

ORGANIZATIONAL EFFECTIVENESS &THE LEAN COMMUNITY

TERESA KULPER, SENIOR DIRECTOR OF HR, ORGANIZATIONAL EFFECTIVENESS

BUSINESS PROCESS IMPROVEMENT/LEAN CULTURE

Lean Culture is a way of consistently thinking and behaving about improving processes to maximize value and reduce waste.

Lean practices help units become more efficient, provide higher quality customer service, decrease costs, and improve productivity and results.

Staff benefit by reduced frustration, elimination of wasted time in the process, reduced errors, and better collaboration.

Leaders benefit by more engaged staff, greater innovation and collaboration and reduced costs.

Departments benefit by more transparency with engaged teams driving improvements that provide benefits to the customer.

https://hr.uiowa.edu/lean

WHAT IS THE SAME?

The importance of business process improvement and a Lean Culture

The Lean Community of practitioners across campus and the community

Lean resources and tools on the web, training (online and classroom), See It and Solve It Awards, campus listserv, ILC events (Lean Coffees, conferences, etc.)

OE commitment to orgs:

Partnership with Senior HR Leader and org leaders

Assessment and recommendations

Focus on effectiveness: development, leadership, and engagement

https://hr.uiowa.edu/lean

WHAT HAS CHANGED?

OE has been and will continue to realigning effort and staff to core UHR programs and services:

Talent@Iowa

Change management

Diversity, Equity and Inclusion

Development and engagement: organizational, leadership and employee

82% decline in events from peak years

Lean kaizen type events will be facilitated by internal and external Lean Community,

HR POLICY UPDATES

TERRI HEIN, DIRECTOR UI PAYROLL TAX/ACCOUNTING, HR

AUTOMATION OF RETIREMENT PLAN ELECTIONS

Present State:

Employees are required to complete a Retirement Plan Election Form within 60 days of becoming eligible.

The form is mailed to the employee’s home.

The form must be completed and returned to University Benefits.

Future State (date TBD, currently estimated in July):

Employees will receive e-mail notification to elect their retirement option within 60 days (default = IPERS).

Reminder e-mail to be sent at 30 days (if applicable).

Online selection process via Self Service (no paper mailing to employee’s home address).

Updated offer letters, as well as new hire orientation and website information.

More efficient for both the employee and University Benefits.

PROGRAM OVERVIEW & UPCOMING CHANGES EFFECTIVE 8/1/18

Available for paid UI employees

Anticipated to work at least 50% or greater

Appointed for at least six months (or a full semester)

Merit staff will be eligible for temporary insurance

Additional contribution options for health and dental premium costs toward employee, employee/spouse, employee/children or family coverage

Department Contribution Employee Contribution0% 100%25% 75%50% 50%80% 20%100% 0%

TEMPORARY INSURANCE PROCESS

Updated temporary insurance form will be available on website

Form will require MFK(s) and signatures from department and HR representatives

Temporary insurance information will flow through HR representative via email

Full enrollment process must be completed within 30 days

Department contract selection must be the same as employee family status selection

Change in department contribution must be agreed upon by department, employee and University Benefits

Changes and terminations will follow same guidelines as regular employees

WHAT’S NEXT?

Special open enrollment period will be available with changes effective 8/1/18

HR representatives will be contacted via email regarding changes and implementation schedule

Benefits website will be updated - https://hr.uiowa.edu/benefits/temporary-employees

Questions?

https://hr.uiowa.edu/benefits/temporary-employees

MOVING AND RELOCATION REIMBURSEMENTS

With the enactment of the Tax Cuts and Jobs Act of 2017 (TCJA), the U of I is required to modify its practice with respect to providing tax-free reimbursements of qualified moving expenses.

Department heads (or designees) may authorize payment of reasonable moving and relocation expenses for new faculty and staff members as part of an offer of employment. Authorization for payment of moving expenses above $3,500 requires approval.

May be equal to actual expenses, or a lump sum payment. Must be defined in offer letter. Employing department responsible for reviewing receipts for actual expenses

Payments must be paid through the HR Transaction system as special compensation under the category of “Employment Agreement – Transition and Relocation”.

Payments may occur upon the first day of employment of a regular appointment.

Departments may request that Payroll Services issue an off-cycle check to expedite payment.

POSTDOCTORAL CLASSIFICATIONS

IRS Private Letter Ruling (PLR) requires the University to revise our procedures regarding postdoctoral classifications.

Effective August 1, 2018, the only new postdoctoral appointments that can be classified as an FP02 (fellow) are those being funded by NRSA grants.

Effective August 1, 2018, all new non-NRSA grant applications that include postdocs must be submitted to reflect an FP01 (service) appointment.

Effective August 1, 2019 any current postdoctoral fellow appointments (FP02) that are funded by non-NRSA funds must be moved to a postdoctoral research scholar appointment (FP01).

FISCAL YEAR END 2018

SELINA MARTIN, UNIVERSITY CONTROLLER, FINANCE & OPERATIONS

2018 FYE CLOSE FYE CLOSE MEMO

20

https://afr.fo.uiowa.edu/sites/afr.fo.uiowa.edu/files/fy18_campus_memo_eoy_web_0.pdf

1. Payroll schedule

2. Service center charges

3. Purchasing deadlines

4. Encumbrance corrections/removal

5. A/P & Travel vouchers

6. AFR web apps and data/reporting availability

7. Budget Development journal deadlines

8. Gifts, Grants & Contracts (with 6/30 end date)

9. Treasury Operations (eDeposit deadlines)

https://afr.fo.uiowa.edu/sites/afr.fo.uiowa.edu/files/fy18_campus_memo_eoy_web_0.pdf

FYE CLOSE ACCOUNTING PERIODS

Period 12 Period 13 Period 14 Period 15

o Standard month-end close

o For new charges for activities occurring prior to 6/30

o For corrections identified prior to 6/30

o TDR reconciliation required

o For FYE close entries (preliminary)

o For correcting entries identified after 6/30

o Not for new charges or original entries

o TDR reconciliation notrequired

o For FYE close entries (final)o For correcting entries

identified after 6/30o Not for new charges or

original entrieso Closely managed by ORG

level Business Officero Special permissions

o TDR reconciliation required (Per 13/14 transactions)

o Central use onlyo For audit entrieso For financial report

entrieso Roll forward (bal fwd) for

FY19 occurs during Per15

o No TDR’s developed

June Close FYE: Campus Close FYE: Central Close

2018 FYE CLOSE ACCOUNTING PERIOD KEY DEADLINES

22

2018 FYE CLOSEVIEWING DEADLINES

23

Calendar Formathttps://afr.fo.uiowa.edu/calendar/month

List Formathttps://afr.fo.uiowa.edu/calendar/category/year-end-fy18-close

https://afr.fo.uiowa.edu/calendar/month

https://afr.fo.uiowa.edu/calendar/category/year-end-fy18-close

2018 FYE CLOSE ADDING DEADLINES TO OUTLOOK CALENDAR

24

https://afr.fo.uiowa.edu/calendar/all-upcoming

https://afr.fo.uiowa.edu/calendar/all-upcoming

2018 FYE CLOSECONTACTS

25

Function/Topic Contact Person

Payroll Dan Schropp ([email protected])

Retro PayCV’s (Non-Health Care) Rachel Quinlan ([email protected])* After June 25th contact AFR/GAO per FYE Close Memo

Retro PayCV’s (UI Health Care) Health Care Finance ([email protected])

Service Centers varies by service center area

Purchasing Debby Zumbach ([email protected])

Encumbrances (close PO’s & eBuy orders)

Purchasing agent (https://uiowa.edu/ap-purchasing/purchasing-agents)

Encumbrances (corrections for June only errors)

Carolyn Gritton ([email protected])

A/P, Travel & Pcard Vouchers Dani Weber ([email protected])

mailto:[email protected]




https://uiowa.edu/ap-purchasing/purchasing-agents



2018 FYE CLOSECONTACTS

26

Function/Topic Contact Person

AFR - WhoKey Budget/Balance Close out Shelly Michel ([email protected])

AFR – Transactional Web Applications Central AFR transactional email ([email protected])

AFR – Electronic Financial Reports & GLDSS Reports Central AFR reporting email ([email protected])

Budget Development/Web Budget Cathy Hagen ([email protected])

Gifts, Grants & Contracts GAO org contact (http://gao.fo.uiowa.edu/contact-us)

Treasury Operations/eDeposits Treasury Operations ([email protected])





http://gao.fo.uiowa.edu/contact-us


RECOGNITION OF PREPAID EXPENSES

A prepaid expense is… an expenditure paid for in one accounting period where the underlying asset will not be consumed until a future period.

When the asset is eventually consumed, it is charged to expense.

Payments made before you receive the goods or services!

PREVIOUS PROCESS (AT FISCAL YEAR END)

Campus calculates & posts prepaid expense

AFR calls to confirm the balance in the GL

CURRENT PROCESS (QUARTERLY)

1. Identify AP vouchers with criteria:

Certain Iacts

Equal to or > $50,000

2. Determine if portion of good/service received in following FY

3. Calculate prepaid amount based on #2

4. Communicate with departments to determine if prepaid is already accrued.

5. If not accrued, confirm with department if accrual should be booked to central account or departmental account.

6. Reclassify expense to prepaid expense.

7. Move prepaid to expense in future period as appropriate

Accounting & Financial Reporting

OTHER YEAR END FINANCIAL COMPLIANCE REMINDERS

Financial

Sub-certification

EFR Dashboard(reconciliations, roles, deficit balances) Quarterly Balance

Sheet Reconciliation

FACILITIES MANAGEMENT SERVICES GUIDE

LYNNE FINN, DIRECTOR OF BUSINESS & FINANCIAL SERVICES, FACILITIES MANAGEMENT

Facilities Management

Services Guide

Quarterly Business OfficersJune 1, 2018

Plan for the Future

Patience

Data

Communication and Training

Financial Accountability

Relationships and Credibility

Forces of Change

• Post 08 flood service reset• Tighter budgets• Reduction in state funding• Transparency and new partnerships• New budget allocation methods • Stable equilibrium in condition of campus (FCI) threatened

by lower funding levels

Fundamental Pivot

FM funded to “Do the right thing”

to

“What are the right things to fund to support the mission of University of Iowa?”

Plan for the Future

Patience

Data





Campus community through Building CoordinatorsRedefine Value Proposition

Dedicated staff “How can good enough be enough?”

New FM leaders in building operations, maintenance and custodial

Data

Capture quality data AiM work order structure reset

Generate “Actionable Data”Provide supervisors with as near real time data

as possible to plan work

Benchmark results Measure results against standards

Generate “Consumable Data”Enable transparency and increase information

available to customers

Transition from tracking hours dedicated to complete tasks to

tracking hours to service specific space types.

AUTOSCRUB FLOORS 8.5BIOHAZARD ROUTE 8.5BOARDS 24.5CHECK QUALITY/LIGHTS OFF 4CII ADMINISTRATIVE DUTIES 25.5CLEAN/SANITIZE FIXT/FLOOR 56CLEANING PROJECTS 16DUST 39FILL DISPENSERS 12FOOD/DRINK 1.5GLASS/BRASS/STAINLESS 6LAUNDRY 7.5MOVE FURNITURE 23.5RE-LAMPING 15RECYCLING ROUTE 6SWEEP/MOP FLOORS 45TRASH 49.7TRASH ROUTE 15.5TRAVEL BETWEEN BUILDINGS 0.5VACUUM 42.5Total 406.7

ADMIN DUTIES 40.5CIRCULATION AREA 27.1CLASSROOM 17CONFERENCE ROOM 33.5LABORATORIES 137.7LOUNGE/COMMONS 14OFFICE 23.5RESTROOM 102.8STAIRWELLS 15.5Total 411.6

Data: CBRB May 2016 and Aug 2016

Hours by Task – May Hours by Task – August

Service Level A

Service Level C

Service Level B

FM Landscape Service Levels

Tasks and Frequencies defined at

each service level

Area 5

FM Landscape Service Areas

Reset standards

Define expectations

Develop customized services where possible

Develop quality assurance programsCommunication

and Training

Service Guide will include service response standards by type and priority of work with a timeframe for

expected reaction and repair completion


Budget distribution process

FM Repositioning Plan

1. Automate manual activities to reduce resourcing requirements

2. Increase productivity in service delivery systems and stewardship efforts

3. Realign non-core services and activities to appropriate UI budgets and define tighter service levels.

4. Explore strategic sourcing of niche services5. Manage fuel cost fluctuations and increase plant operating efficiency6. Staff to meet new technological and industry challenges7. Harness technology and data analytics to identify cost reduction opportunities8. Restructure Opening New Building Requests9. Restructure Oakdale Campus into a stand-alone facilities operation10.Restructure Facilities Management and cross functionally deploy organizational

talent.

Repositioning Plan Strategies

1. Automate manual activities to reduce resourcing requirements

2. Increase productivity in service delivery systems and stewardship efforts

3. Realign non-core services and activities to appropriate UI budgets and define tighter service levels.

4. Explore strategic sourcing of niche services5. Manage fuel cost fluctuations and increase plant operating efficiency6. Staff to meet new technological and industry challenges7. Harness technology and data analytics to identify cost reduction opportunities8. Restructure Opening New Building Requests9. Restructure Oakdale Campus into a stand-alone facilities operation10.Restructure Facilities Management and cross functionally deploy organizational

talent.

Repositioning Plan Strategies

Actual Costs per Service per Building

Plan for the Future

Sustainable processReview – Update – Measure

Scalable service platform

Comprehensive guide:

• Custodial• Building Maintenance• Landscape

• Utilities• Campus Planning and Space

Management• Capital Project Management• Administrative Services

Westlawn FY17

Scalable Service

Platforms

Service Guide Update Process

• Document all existing service levels

• Develop internal methods for cost accounting

• Internal alignment with documentation of service variances

• Service Guide draft review by Building Coordinator work group

• Philosophies as needed from FM Review Committee

• College/department meetings to review services, costs and develop service agreements

Patience

Plan for the Future

Patience

Data




Facilities ManagementServices Guide

EXERCISING RESILIENCE: STRATEGIES FOR SUCCESS

MAGGIE MOORE, HUMAN RESOURCES

Exercising Resilience: Strategies for SuccessBuilding Resilience@Uiowa

Maggie Moore, LISWDirector

UI Employee Assistance Program A Division of Health and Productivity

University Human Resources

Adjunct Instructor Department of Psychiatry

Carver College of MedicineUniversity of Iowa

(C) 2018 The University of Iowa

Whole Person Approach to Well-Being

Family Services

UI Employee Assistance Program

liveWELL UI Ergonomics Program


Partners from Health and ProductivityUniversity Human Resources

Mission: To create and sustain a healthy campus culture at the University of Iowa through the development and delivery of best in class health and wellness programs for faculty and staff.

Provide staff with the most effective tools, resources, and support needed for achieving personal health and overall well-being

Making the Connection:Engagement and Health

Purpose: liking what you do each day and being motivated to achieve your goals

Social: having supportive

relationships and love in your life

Financial: managing your economic life

to reduce stress and increase security

Community: liking where you live, feeling safe, and

having pride in your community

Physical: having good health and

enough energy to get things done

daily


Employees thriving in all categories:• Are 43% more likely to

volunteer• 36% more likely to report

a full recovery after an illness, injury or hardship

• More than twice as likely to say they always adapt well to change

• Miss 41% less work as a result of poor health

• Are 81% less likely to seek out a new employer in the next year

Why Resilience?“the ability to effectively respond to challenges and move forward in a positive way”

• Make connections • Avoid seeing crises as insurmountable

problems • Accept that change is a part of living• Move towards your goals• Take decisive actions• Look for opportunities for self-discovery• Nurture a positive view of yourself • Keep things in perspective• Maintain a hopeful outlook • Take care of yourself


Source: American Psychological Association

"Life's not about waiting for the storm to pass, it's about learning to dance in the

rain."- Vivian Greene https://hr.uiowa.edu/livewell/resilience

10 Ways to Build Resilience

https://hr.uiowa.edu/livewell/resilience

Resilience is a Learnable “Mindset” Those with a Resilient Mindset…

…are able to respond to seemingly paradoxical imperatives: 1) managing for performance (enhanced by

consistency, efficiency, and immediate results)and

2) managing for adaptation (enhanced by innovation, improvisation, anticipation, and commitment to long-term benefits).


The Resilient “Mindset” leaders are able to build more resilient direct reports, teams, and ultimately organizations.

Why Should we Address Resilience in the Workplace?

• Stress is bad for business• Engaged employees boost the bottom

line • Resilient orgs’ EE’s are happier and

healthier• Organizations that are compassionate

and happier places to work experience healthier employees with lower heart rate, lower blood pressure, and stronger immunity.

• Fraser, Andy, “Six Good Reasons to Create a Compassionate Workplace,” Huffington Post, Oct. 2013


Reflection on Stress:“It is not necessarily the amount of stress people experience at work, but how quickly they recover from the effects that is

important to their health and wellbeing”(Cropley and Purvis, 2003)

What does the Research tell us?• Emotional self-awareness, self-control and self-management

contribute highly to resilience. (Armstrong et al. 2011)• Resilience and optimism are inter-related (ie. Resilience results in

optimism and optimism leads to resilience) (Souri and Hasanirad 2011)• Positive employees take fewer sick days and have lower health care

costs for the organization (Loher and Schwartz 2004)• Positive leaders have more productive employees (Foster et al. 2004)• Higher levels of purpose in life reduce the rate of decline in patients

with Alzheimer's disease. (P. Boyle, A. Buchman, R. Wilson et al. 2012)• Meaning in life shows strong correlation with psychological well being.

(J. Garcia-Alandete, 2015) • Purpose in life predicts better emotional recovery from stressful

events. (C. Ryff, B. Singer & G. Dienberg Love. 2004)


The Connection Between Managing Stress, Building Resilience, and Well-being

A culture that is healthy, values well-being as a key ingredient to optimal performance (safer, better culture, attractive workplace, contribution to community/region)


Stre

ssTaking care of selfReadMusicPlayOutdoor timeExercise Good nutritionSleep

Resil

ienc

e Know what's important to youHave confidence in yourselfCultivate optimismAssume a “can do” and/or “try it” attitudeSelf-careSocial connectednessThe resilient individual is engaged and takes pleasure in accomplishing things

Wel

l-bei

ng

FlowSynergy of energy and growth can cope with normal stresses of lifecan work productively, and is able to make a contribution to his or her own community”.

Stress Hardiness• Adapting to Workplace Change: Anticipating,

responding, and adapting. Ability to adapt quickly to change and easily consider new approaches.

• Build Predictability: Create a new vision with incremental and actionable steps. What is one thing that I can accomplish today that helps me move in the direction I want to go?

• Organize/ Tolerate Ambiguity: Manage it by breaking down ambiguous situations into smaller components

• Determine your Scope of Influence: Identify what you can influence, set priorities

• Control? No Control? • Thinking Styles: Assessing and modifying thinking

and coping styles


Building Stress HardinessAdaptability, Flexibility and Personal Sustainability

• Adaptability: the ability to adapt quickly to change and easily consider new approaches.

• Maintaining flexibility and balance• Personal Sustainability includes:

• Setting boundaries personally and professionally whenever possible.

• Personal viewpoint +workplace expectations= boundary setting

• Living by a personal value system• Work/Education, Relationships,

Growth/Health, Leisure• Personal values are people's internal

conception of what is good, beneficial, important, useful, beautiful, desirable, constructive What Really Matters to You?


Knowing Your Purpose

The pursuit of meaningful goals and a sense of purpose: • Self acceptance• The establishment of quality ties to others• The ability to manage complex environments to suit personal

needs and values• Continued growth and development as a person

• Source: The Structure of Psychological Well-Being Revisited by Carol Ryff and Coey Keyes (Journal of Personality and Social Psychology 1995, Vol 69, 719-727

• We experience more purpose at work when we have a sense of:

• Belonging: We feel part of a work community.• Agency: We see how our work matters to the organization.• Autonomy: We have freedom and autonomy over work flow as

much as possible.• Source: “Great Good: The Science of a Meaningful



Purpose Perspective

Richard Leider

Well-being DefinedThe World Health Organization defines well-being as:

“the state in which an individual realizes his or her own abilities, can cope with normal stresses of life, can work productively, and is able to make a contribution to his or her own community”.

•Minimally:• the presence of positive emotions and moods (e.g.,

contentment, happiness), • the management of negative emotions (e.g.,

depression, anxiety)•satisfaction with life, fulfillment and positive

•Simply:• well-being can be described as judging life positively and

feeling good


Wellbeing and happiness is not a life free from adversity

Well-being Defined

• Well-being is a construct• Well-being has five measurable elements (PERMA) that count

toward it:• Positive emotion (Of which happiness and life satisfaction are all

aspects)• Engagement• Relationships• Meaning and purpose• Accomplishment

• No one element defines well-being, but each contributes to it.• Flourish, By M. Seligman 2013


Skills to Practice to Increase Well-being

•Gratitude (notice)•Emotions (label)•Strengths (search)•Optimism/Positivity (find)


https://www.authentichappiness.sas.upenn.edu

https://www.authentichappiness.sas.upenn.edu/

Emotions: Label and NoticeSelf-Awareness Builds Relationships

• Knowing one’s STRENGTHS• Recognizing ‘BLIND SPOTS’ / WEAKNESS• High self-awareness refers to having an accurate

understanding of:• How you BEHAVE• How other people PERCEIVE YOU• Recognizing HOW YOU RESPOND TO OTHERS


Knowing one's internal states, preferences, resources, and intuitions

‘Insufficient appreciation and savoring of the good events in your life and overemphasis of the bad ones undermine serenity, contentment and satisfaction’ …Seligman

Strengths: Search

• Strengths have hallmark characteristics:A sense of ownership and authenticity (‘real

me’)A rapid learning curve as the strength is

practiced Invigoration rather than exhaustion when using

it•Identify and PRACTICE your strengths•Challenge the Inner Critic


Optimism: Grow

•Optimism: An Explanatory Style of Thinking

•What is your thinking style?

“A pessimist sees the difficulty in every opportunity; an optimist sees the opportunity in every difficulty”-Winston Churchill


And…

• Improving self-compassion• Playing• Idling• Sleeping• Mindfulness

• Build a Support System• Find Your Own General Practitioner• Three Positive Things• Coaching • Mentorship


Individually-focused strategies that have been shown to promote resilience and increase well-being include:

Building ResilienceWhere to go from here?

• Self-Assessment: • Alignment ("I am in sync with my values and

purpose"); • Self-control ("I can manage myself and my ups and

downs");• Facing reality ("I can look myself in the mirror"); and • Self-compassion ("I can treat myself with kindness

instead of self-criticism")• Balance (“ My work and home life are balanced.”


What Holds You Back -What Keeps You Going

•Buckets and Dippers

•Build rituals to renew…


When people believe in themselves they feel a sense of control over their world.


What Dipped from my Bucket and What Filled it UpExploring Previous Resiliency and Protective Factors

Small Steps Make Big Gains

• Recommend building small, incremental rituals–behavioral expressions of our values:

• Identify your key values• Develop a vision (personal & professional)• Identify primary performance barriers• Create rituals • Develop confidence in your ability to solve

problems and trusting your instincts helps build resilience

• Take care of your health. • Sleep, exercise, relaxation and good nutrition

are more important than ever during the stressful times.

• Get professional help, when needed.


By meeting our own mental, physical and emotional needs, we give care from a place of abundance not scarcity

Creating a Resilient CultureWorkplace Well-being Linked to Senior Leadership Support, New Survey Finds

APA's 2016 Work and Well-Being Survey“Employees who had senior managers who showed support through involvement and commitment to well-being initiatives were more likely to be interested in developing a

healthy lifestyle”


Resilient leaders create the “tipping point” that affects culture:

• Communicate support: Written communications, supportive policies, facility design

• Allocate resources: Worksite health team time, money and resources

• Participate/engage in programs: Promotion and engagement

• Gladwell’s “Law of the Few”: The Tipping Point is the "the moment of critical mass”

Decisiveness

Integrity

Catalyst to Group Cohesion and

Dedication to the Mission

Open Communications

Optimism

Source: Gladwell, M., 2000, Tipping point. NY: Little Brow

http://www.apaexcellence.org/assets/general/2016-work-and-wellbeing-survey-results.pdf

Creating a Resilient Culture

• Help team members manage change:• Meet with team members when change is taking place• Be an effective and diligent listener and communicator during times of change.• Help people take control of the situation.

• Encourage autonomy and flexibility:• Individual and team problem-solving and decision making• Encourage flexibility• The power to say “Yes” when possible.

• The Resilient Leader by Elle Allison• Provide encouragement, support, and even mentoring:

• Research suggests that the single most powerful predictor of human resilience is interpersonal support.

• Build a mentoring system.• Provide basic training in how to manage personal stress• Cultivate compassion

Building a Resilient Organizational Culture George S. Everly, Jr.


https://hbr.org/search?term=george+s.+everly,+jr.

Creating a Resilient Culture

• Group Identity: A feeling of belonging • Group Cohesion:

• Degree of interpersonal affinity• Emphasize shared beliefs and

interpersonal alliance• Setting Personal & Professional Goals:

• In alignment with Unit Goals • In alignment with Organizational

Mission• Checking in Regularly: 1:1’s, staff meetings,

progress reports


Local Leader: Local Culture


Campus Resources

• Seek support and assistance from an EAP Counselor; [email protected]

• Work with a Health Coach ; [email protected]• Participate in Mindfulness Based Stress Reduction

Programs [email protected]• Enroll in a self-care program for caregivers;

[email protected]• Seek assistance from the Office of the

Ombudsperson [email protected]• TAT 384-2955 [email protected]

[email protected]

• Faculty and Staff Disability Service http://hr.uiowa.edu/fsds

• UIHC: https://medicine.uiowa.edu/psychiatry/patient-care

• Crisis Center: https://www.jccrisiscenter.org/(C) 2018 The University of Iowa

(C) 2018 University of Iowa








http://hr.uiowa.edu/fsds

https://medicine.uiowa.edu/psychiatry/patient-care

https://www.jccrisiscenter.org/

References• Diener E, Seligman ME. Beyond money. Toward an economy of

well-being. Psychological Science in the Public Interest2004;5(1):1–31.

• Seligman ME. Authentic Happiness. New York, NY: Free Press; 2002.

• World Health Organization. 1949. WHO Constitution. Retrieved February 12, 2008 from http://www.who.int/about/en/.

• https://theenergyproject.com/• https://www.kenan-

flagler.unc.edu/~/media/Files/documents/executive-development/Building-a-Resilient-Organizational-Culture-final.pdf

• Fraser, Andy, “Six Good Reasons to Create a Compassionate Workplace,” Huffington Post, Oct. 2013

• Millward Purvis, L.J. & Cropley, M. (2003). Psychological contracting: Processes of contract formation during interviews between nannies and their 'employers'. Journal of Occupational and Organizational Psychology, 76, 213-241.

• https://www.authentichappiness.sas.upenn.edu/learn/wellbeing

• Martin Seligman. Flourish. 2011• Shawn Achor, The Happiness Advantage. 2010• J. Zweig. Your Money and Your Brain. 2007.• Morten Hansen. “Great Good: The Science of a

Meaningful Life” 11/4/13• Carol Ryff and Coey Keyes. The Structure of

Psychological Well-Being Revisited (Journal of Personality and Social Psychology 1995, Vol 69, 719-727

• Gladwell, M., 2000, Tipping point. NY: Little Brow• Building a Resilient Organizational Culture George

S. Everly, Jr.• Elle Allison. The Resilient Leader


http://www.who.int/about/en/

https://theenergyproject.com/

https://www.kenan-flagler.unc.edu/%7E/media/Files/documents/executive-development/Building-a-Resilient-Organizational-Culture-final.pdf

https://www.authentichappiness.sas.upenn.edu/learn/wellbeing

https://hbr.org/search?term=george+s.+everly,+jr.

3rd QuarterJune 1st

9:30-11:30, UCC-2520D

4th QuarterOctober 30th

10:00-12:00, CDD-Rembolt

2018 Meetings:

1st QuarterJanuary 29th

9:00-11:00, UCC-2520D

2nd QuarterApril 6th

10:00-12:00, CDD-Rembolt

quarterly budget officers meeting · o for fye close entries (preliminary) o for correcting entries...

Documents