2016Annual Report

Office of the OmbudsNortheast Ohio Medical University

Northeast Ohio Medical University

Office of the Ombuds

Second Annual Report

Angela E. Dash, M.P.A., Ph.D. Ombuds and Director, Office of the Ombuds

Northeast Ohio Medical University’s (NEOMED) Office of the Ombuds was established October 2014 to further principles of fairness, dignity, equity, legal and honorable organizational practices, humane and just administration, as well as caring and productive teamwork. The Ombuds is an independent, impartial, confidential, and informal alternative dispute resolution practitioner, and offers assisted options to the NEOMED community that fosters appropriate and efficient redress of issues and concerns, as well as appropriate and responsive systems change.

Office of the Ombuds Office: (330) 325-6254

Mobile: (330) 281-0339 Email: adash@neomed.edu

Location: Library, Room L209

The summarized data in this report has been carefully collected and reported in a way to safeguard the anonymity of service users as well as their confidential communications. In a larger institution, data collected and reported by an Ombuds’ office might also include such information as visitors’ race, gender, and department. It might also include redacted narrative examples of how the Ombuds helped in specific cases. However, doing so at NEOMED, a smaller institution, could jeopardize confidentiality; and, an Ombuds’ attention to safeguarding confidentiality is paramount. Protecting identities and confidential communications is critical to the Ombuds not only earning, but maintaining trust and credibility.

NEOMED Ombuds Annual Report 2016

Office of the Ombuds

2016 Annual Report

Table of Contents

Message from the Director, Ombuds ................................................................................................... 1

Summary of Visitor Usage ........................................................................................................................ 2

Assistance Provided ..................................................................................................................................... 3

Outreach and Education ............................................................................................................................ 4

Summary .......................................................................................................................................................... 5

Appendix A: Table of Issues Presented by Visitors .......................................................................... 6

Appendix B: 2017 Workshop Offerings ................................................................................................ 7

Appendix C: Standards of Practice ......................................................................................................... 8

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Message from the Director, Ombuds

Team NEOMED, It is my pleasure to provide for your review, my second annual report. This report summarizes the issues presented to the Office of the Ombuds between January 1, 2016 and December 31, 2016, and highlights activities from my office during this period. The information in this report not only serves to be informative to the campus community, but it guides my outreach and education efforts and how I support issue prevention and appropriate systems change. I’d like to share with you a few examples of how I use the information from the annual reports, to guide my activities. Last year’s annual report revealed low student usage. And, a self-study conducted in early 2016 revealed that many students were not aware that my role existed. As a result of both sources of information, I increased the quality of outreach efforts with students in 2016. Although there is still more work to do in this area, this annual report shows that student visitors in 2016 increased by 140% as compared to the previous fourteen months. Also, in response to issues reflected in last year’s annual report, I increased efforts that support the prevention and effective management of issues related to incivility, including issues of respect and bullying behaviors. Those outreach efforts have been collaborative and have included the offering of consultative feedback to leaders as well as educational opportunities aimed at increasing the competency of the entire campus community to effectively manage conflict and difficult situations. A list of scheduled workshops can be found in Appendix B. Although my role is not of an advocate for any particular individual or group, my role is to advocate for dignity, respect, equity, and fairness for all. Therefore, when I notice problematic trends, I take them seriously. I thoughtfully work towards addressing them, while continuing to protect the anonymity of visitors. If you have any questions about my role or this report please feel free to contact me. Here’s wishing you a prosperous and solutions-focused 2017!

Angela E. Dash, M.P.A., Ph.D. Director, Ombuds Office of the Ombuds

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2016 Summary of Visitor Usage

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Issue Resolution

The range of categorical issues in which the Ombuds provided assistance in 2016, was very similar to issues addressed in the first fourteen months of operation (See Appendix A: Table of Issues Presented by Visitors). The category with the largest reporting was Evaluative Relationships, representing 41% (n = 31) of issues presented by visitors. Interestingly, this is the same number as reported in the first annual report (Oct. 2014 – Dec. 2015). Issues related to Evaluative Relationships involved concerns or inquiries related to supervisor-employee relationships or student-faculty/staff relationships. Workplace bullying was the largest issue presented in this category (n = 6). The second largest area of concern in the category of Evaluative Relationships, was the quality/quantity of communication (n = 5) and issues of respect/treatment (n=5).

Regardless of the type of issue, the Ombuds relies heavily on the disciplines of facilitation, mediation, and coaching. Meetings between the Ombuds and the visitor are guided by the visitor, based on the visitor’s desired outcome.1 At the minimum, all visitors are heard by the Ombuds. Even if being heard is all a visitor wants, it gives the visitor the benefit of talking through an issue and the opportunity for the Ombuds to recognize any areas in the system that may need greater attention. In addition to listening, the Ombuds often assists by encouraging the visitor’s self-awareness, helping them to understand another perspective, and providing a new framework for looking at challenges and opportunities for solutions. Going through this process also contributes toward strengthening a visitor’s competency to effectively manage issues in the future. The table below (Table 1: Type of Assistance Provided) gives a highlight of the types of assistance provided in 2016.

1 The Ombuds may decline to inquire into or assist with a matter or may withdraw from inquiring into or assisting with a matter if the

Ombuds believes involvement is inappropriate for any reason, including, but not limited to, matters not brought in good faith, a conflict of interest, or matters that appear to be a misuse of the Ombuds’ function. Such a determination is made solely by the Ombuds. If the Ombuds is unable to provide the appropriate assistance, the visitor will be directed to other resources or options. 2 An informal third party intervention is when the Ombuds, upon the visitor’s choosing and the other(s)’ consent, helps to guide

productive discussions between two or more disputing parties.

Table 1: Type of Assistance Provided # of Cases % of cases

Helped visitor to develop and consider options 17 38%

Provided information to visitor 8 18%

Helped visitor to identify and clarify the issue(s) 7 16%

Helped visitor prepare for a difficult conversation 7 16%

Looked into an issue 7 16%

Provided upward feedback to administrator/leader 3 7%

Made an inquiry to a campus office on behalf of visitor 1 2%

Referred visitor to a policy or another office 1 2%

Facilitated an informal third party intervention2 1 2%

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Outreach and EducationEfforts were made to be more strategic in outreach and education efforts. The goal was to continue to spread awareness about the Office of the Ombuds across the campus community and to provide valuable resource information. This is an ongoing and very important effort. The campus community benefits by knowing that the Office of the Ombuds exists and by having resources to assist in preventing and managing issues. Awareness increases the choices that an employee or student has in addressing issues and it ensures that the campus community is well-informed about the Ombuds’ role and operations.

• Campus workshop delivery

Escaping the Conflict Cycle

Workplace Bullying

Navigating Personality Differences

Group Dynamics

• Campus presentations educating about the role of the Ombuds to:

New staff

New students from all colleges

• Article contribution to The Pulse ("The Power of Apology“)

• Outreach at the annual picnic

• Presentation to the Academic Leadership Fellows

• Presentation to M2 students

• Hosted Conflict Resolution Day activities

• Invitation to student leaders to participate in a 2017 leadership group coaching program

• Collaborated with the library to make publications available for students and employeesthat support communication, conflict management, and leadership development.

There was one outreach effort in particular, that was a huge success. Conflict Resolution Day activities not only spread awareness and information to over 150 members of the campus community, but there was plenty of fun to be had in the process! To read more about Conflict Resolution Day 2016, check out the article in The Pulse.

C o n f l i c t R e s o l u t i o n D a y 2 0 1 6 w a s a s u c c e s s !

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Summary

Issues that arise within evaluative relationships and peer and colleague relationships continue to be amongst the highest categories of issues presented to the Office of the Ombuds. This is not unique to NEOMED. However, there are steps that the campus community can take to help to prevent and better manage such issues.

I encourage the campus community to take advantage of opportunities on and off campus that increase self-awareness, perspective, and personal and professional competencies. I also encourage that the campus community becomes proactive when issues surface. Unaddressed or late addressed issues cause problems to metastasize, causing harm not only to all involved, but also to others who are watching. It also weakens the trust that future issues will be effectively managed.

I welcome all, regardless of your student status or regardless of your employee status and rank, to contact me if you have any questions about how I can assist in my role. I have found that I have helped visitors the greatest, when I relied primarily on my coaching skills. Therefore, look out for communication in 2017 that will highlight the benefits of coaching as a tool for developing solutions and enhancing performance, including performance in managing conflict and difficult situations.

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Appendix A: Table of Issues Presented by Visitors

Jan. 2016 – Dec. 2016 Oct. 2014 - Dec. 2015

Career Progression and Development Career Progression 01 01 Total 01 01

Compensation and Benefits Compensation 01 01 Total 01 01

Evaluative Relationships Assignments/Schedules 02 01 Bullying, Mobbing 06 02 Communication 05 07 Consultation 03 05 Departmental Climate 01 02 Discipline 00 01 Equity of Treatment 01 00 Feedback 01 01 Insubordination 01 00 Performance Appraisal/Grading 01 02 Respect/Treatment 05 09 Retaliation 01 00 Supervisory Effectiveness 01 01 Trust/Integrity 03 00 Total 31 31

Legal, Regulatory, Financial and Compliance Harassment 00 01 Total 00 01

Organizational, Strategic, and Mission Related Change Management 00 02 Communication 00 05 Leadership and Management 02 01 Organizational Climate 04 00 Priority Setting and/or Funding 03 04 Restructuring and Relocation 01 00 Strategic and Technical Management 00 01 Total 10 13

Peer and Colleague Relationships Bullying, Mobbing 01 00 Communication 01 06 Retaliation 01 00 Reputation 00 01 Respect/Treatment 06 03 Trust/Integrity 03 00 Other 01 00 Total 13 10

Safety, Health, and Physical Environment Cleanliness 01 00 Safety 01 00 Security 01 00 Other 03 00 Total 06 00

Services/Administrative Issues Administrative Decisions and Interpretation/Application of Rules 06 04 Quality of Services 00 03 Timeliness/Responsiveness 00 01 Other 00 01 Total 06 09

Values, Ethics, Standards Policies and Procedures 01 01 Standards of Conduct 04 02 Total 05 03

73 69

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Appendix B: 2017 Workshop Offerings

Workplace Bullying: What does it look like and how does it hurt? (2 hours) Bullying in the workplace is real, and it is prevalent in many organizations. It has been likened to a cancer that must be stopped in order to protect the health of employees and the organization as a whole. This workshop will discuss the type of bullying behaviors that are often experienced in organizations and the damage that it causes. Emotional Intelligence: The smart that sets you apart (1 hour) Do you want to perform and inspire performance? Do you want to be able to handle high demands with improved flexibility? Do you want to be smart about how you manage yourself and your relationships? These are examples of the type of smart that will help you to stand out. Research overwhelmingly shows that emotional intelligence supports both personal and business success and argues that a high competency in emotional intelligence is what sets the most successful leaders apart from their peers. This one hour workshop will provide an introductory overview of the elements of emotional intelligence and how your investment in increasing your emotional intelligence is an investment in your success. Navigating Personality Differences: (6 hours) The art of engagement through temperament insight This interactive workshop will examine temperament theory and will explore its many uses and implications. Using the Real Colors® personality instrument, each participant will discover his or her dominant temperament, or "color" (blue, green, orange, or gold), as well as learn how to recognize and lean in to the dominant temperament type of others. This workshop is beneficial to anyone who wishes to have a positive outcome when interacting with others. Three Common Communication Blockers and How to Avoid Them (2.5 hours) Participants will learn about three types of communication behaviors that create a high risk for an undesired response from others and simple skills that can be used to avoid these roadblocks. This workshop is interactive and will include skills practice. Practical Mediation Strategies for Resolving Everyday Conflict (4 hours) Strategies for managing disagreements don't have to be reserved for third party neutrals. Through demonstrations and role play activities, participants in this workshop will gain mediation tools that they can use to manage and resolve conflict in all sorts of situations. Conditions of Organizational Conflict: (2 hours) Understanding is half the battle This workshop will introduce and analyze certain conditions that naturally encourage conflict within any organization. Understanding what these conditions are, arms organizational members with the necessary insight to mitigate the harmful impact and to support conditions that prevent such conditions, when possible.

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Appendix C: Standards of Practice

The Ombuds endeavors to be trustworthy and refers to the International Ombudsman Association’s (“IOA”) Standards of Practice and Code of Ethics3 as the framework for operations. These tenets require that an Organizational Ombuds function independently of her organization, be confidential and impartial, and limit the scope of services to informal means of alternative dispute resolution. The IOA’s Standards and Code are minimum standards, and the Ombuds strives to operate towards “best practices” in the way that she serves.

Independence The Ombuds reports to the President and operates independent of ordinary line and staff structure. She operates free from interference in the performance of her duties and is able to function independently from control, limitation, or interference imposed by any NEOMED official. The Ombuds exercises sole discretion over whether and how to act regarding an individual’s concern or systemic concerns. The Ombuds may also initiate action on a concern identified through her direct observation.

Informality The Ombuds, as an informal alternative dispute resolution resource, does not make binding decisions, mandate policies, or formally adjudicate issues for NEOMED, and nor does she participate in any formal investigative or adjudicative procedures. When a formal investigation is requested, the Ombuds will refer the individual(s) to the appropriate office or individual. Use of the Office of the Ombuds is voluntary, and not a required step in any grievance process or NEOMED policy.

Impartiality/Neutrality The Ombuds is neutral, impartial, and unaligned in her activities, and does not advocate on behalf of any individual or body. She strives for fairness and objectivity in the treatment of people and considers the legitimate concerns and interests of all individuals affected by a matter. She advocates for dignity and respect for all and fair and equitably administered processes.

Confidentiality Without the individual’s express permission, the Ombuds holds the identity and all communications with that visitor in strict confidence and takes all reasonable steps to safeguard confidentiality. Confidentiality is respected even if non-disclosure may prevent resolution of a problem. The only exceptions to confidentiality are: 1) when the Ombuds believes that there is an imminent risk of serious harm, and where there is no other reasonable option; 2) when the Ombuds knows that a felony has been or is being committed, in compliance with Ohio state law; and 3) when an allegation of sexual violence regarding a student is reported. Communications made to the Ombuds are not notice to NEOMED. The Ombuds neither acts as agent for, nor accepts notice on behalf of NEOMED. However, she may refer individuals to the appropriate place where formal notice can be made.

3 A copy of the International Ombudsman Association’s (IOA) Standards of Practice and Code of Ethics can be found at:

https://www.ombudsassociation.org/About-Us/IOA-Standards-of-Practice-IOA-Best-Practices.aspx.