quarterly budget officers meeting · o for fye close entries (preliminary) o for correcting entries...
TRANSCRIPT
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
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?
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
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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)
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
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Calendar Formathttps://afr.fo.uiowa.edu/calendar/month
List Formathttps://afr.fo.uiowa.edu/calendar/category/year-end-fy18-close
2018 FYE CLOSE ADDING DEADLINES TO OUTLOOK CALENDAR
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https://afr.fo.uiowa.edu/calendar/all-upcoming
2018 FYE CLOSECONTACTS
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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])
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])
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
Communication and Training
Financial Accountability
Relationships and Credibility
Relationships and Credibility
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
Financial Accountability
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
Communication and Training
Financial Accountability
Relationships and Credibility
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
(C) 2018 The University of Iowa
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
(C) 2018 The University of Iowa
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
(C) 2018 The University of Iowa
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
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).
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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
(C) 2018 The University of Iowa
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)
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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)
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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
(C) 2018 The University of Iowa
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?
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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
(C) 2018 The University of Iowa
(C) 2018 The University of Iowa
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
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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
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Skills to Practice to Increase Well-being
•Gratitude (notice)•Emotions (label)•Strengths (search)•Optimism/Positivity (find)
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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
(C) 2018 The University of Iowa
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
(C) 2018 The University of Iowa
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
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And…
• Improving self-compassion• Playing• Idling• Sleeping• Mindfulness
• Build a Support System• Find Your Own General Practitioner• Three Positive Things• Coaching • Mentorship
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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.”
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What Holds You Back -What Keeps You Going
•Buckets and Dippers
•Build rituals to renew…
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When people believe in themselves they feel a sense of control over their world.
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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.
(C) 2018 The University of Iowa
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”
(C) 2018 The University of Iowa
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
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.
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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
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Local Leader: Local Culture
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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]
• 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
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
(C) 2018 The University of Iowa
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