Our Work in Action

Across our ongoing work, we have strengthened relationships across departments and institutional groups while expanding programming informed by direct community input. The OWB is currently partnering with systems and local level teams across central administration, schools, and clinical departments, including Human Resources, Organizational Development, Office of Faculty Affairs, Student Health on Haven, the Office of Postdoctoral Affairs, and Public Safety.

These collaborations support the development of targeted programming and well-being action plans for faculty and staff, helping translate local and systems level priorities into actionable, locally relevant strategies. Particularly through our partnerships with the Dean’s Office and clinical departments, this work has contributed to broader system-level changes including the review and re-evaluation of centralization efforts. As part of the continued multi-tiered approach to well-being, we are also re-launching the Simple Is Better initiative, reinforcing our commitment to reducing unnecessary complexity and advancing practical, system-level improvements that enhance day-to-day work experiences.

Together, these efforts reflect our commitment to advancing cross-departmental collaboration, leadership development, and sustained institutional investment in well-being.

At a Glance:

• Over 25 active partnerships supporting program and initiative development
• Relaunching Simple Is Better to cut through unnecessary complexity and improve the daily work experience
• Cross-institution skills-based training development and implementation

A core pillar of our strategic plan is fostering a culture of inclusion, respect, and meaningful participation. Listening and dialogue are the core delivery mechanism of OWB’s multi-tiered approach. Through listening sessions, we create intentional spaces where community members can share experiences, feel heard, and influence what comes next. We also continue to deliver educational and skills-based learning opportunities that promote resilience, psychological safety, and connection. We maintain our efforts in providing professional development opportunities through our Skills for Emotional Education and Development (SEED) program and our Well-Being Leadership Program.

At a Glance:

• Educational, skills-based webinars (19 workshops, +350 attendees)
• CUIMC listening sessions (18 sessions, 108 attendees)
• Conflict resolution training for CUIMC senior leadership (39 senior leaders across CUIMC)
• Professional development opportunities offered to strengthen teams and improve workplace well-being

CopeColumbia remains a cornerstone of our work, providing peer support, group support, and skill-building workshops that strengthen connection and emotional well-being across clinical, academic, and administrative settings – all at no cost to our community. Ongoing engagement reflects both the need for these services and the difference they are making for individuals and teams.

Services:

• 1:1 Peer Support

• Group Peer Support

• Skills for Emotional Education & Development (SEED) program

• Workshops/webinars

The OWB continues to leverage insights from the CUIMC Well-Being Survey and ongoing assessment efforts to guide action and advance data-informed decision-making. The 2024 survey engaged more than 4,500 faculty, staff, and postdoctoral participants, representing a 43% response rate, building on strong engagement from the 2022 survey, which achieved a 35% response rate. These participation levels reflect meaningful community engagement and provide a robust foundation for institutional insight.

Findings show measurable improvements in workplace satisfaction, culture, and intent to stay compared to 2022 baseline data highlighting the impact of sustained well-being efforts. To ensure insights translate into action, OWB has also developed over 70 individualized reports across CUIMC, schools, and departments, enabling leaders to identify local priorities and implement targeted strategies. In addition, pulse surveys and ongoing listening efforts help track emerging needs and refine interventions in real time.

Building on this work, the OWB is continuing to advance:

• A biennial Well-Being Survey to measure the employee experience and track trends over time

• Ongoing pulse surveys and listening efforts

• Translation of insights into department-level action plans and targeted interventions

Together, these efforts strengthen our ability to measure impact, prioritize needs, and implement evidence-based strategies that support a thriving and resilient CUIMC community