Well, it looks like or slowing a little bit down a little bit in terms of our participants and joining us today. Good afternoon and welcome. My name is Andrew Handler and mom and I am the chair of the employee assembly for the 2022 23 term. The employee assembly at Cornell is committed to ensuring staff. Step number of viewpoints are a shared priority at the university in decision-making and promoting a sense of belonging in the life of the university. The EA consists of staff members across the Ithaca, Geneva, and Cornell Tech campuses whose mission is to ensure collaboration with key university stake holders. Advocate for all staff interests and improve the staff experience through regular engagement and every level of the university. Working closely with members of the administration, the EA encourages a higher visibility for employees as community members and more equal participation with faculty and students. Policy-making process. Our land acknowledgment, Cornell University is located on the traditional homelands of the Gaia Kono, the ACA, you can nation. The guy Kono are members of the Haudenosaunee Confederacy and alliance of six sovereign nations. With the historic and contemporary presence on this land. The Confederacy precedes the establishment of Cornell University, New York State, and the United States of America. We acknowledge the painful history of the Gaia Kono dispossession and then on or the ongoing connection of a guy, Kono people past and present to these lands and waters. I'm very pleased to welcome you to this EA forum featuring Christine lovely, our Vice President and Chief Human Resource Officer. Christine started at Cornell and August 30th, 2022, and has been gracious enough to join us in this discussion for her first few months at Cornell, surviving our first winter. Now which coming from California, we were able to deliver a really nice mild winter for her. We can't guarantee that that's going to happen in the future. But also to give her an opportunity to talk to us and employees about her vision for the future. These forums were started by the employee assembly as well as other leaders at the beginning of COVID, which allowed our Cornell community opportunity to hear from leadership and understand from them directly where we're going and what we're doing and an opportunity to ask questions. Because this is a powerful format. We're continuing with this as we round out the end of the 22, 23 employee assembly term. Before I introduce Christine, I want to just go over the format. Christina, members of our team will keep presenting for the next few minutes. And we want to give people an opportunity to ask questions on the Q wave function of this is Zoom format, which will then be posed a Kristine and her team by our EA Executive Vice Chair mercy Bender and our EAA parliamentarian, Lisa Zachariah. But all of those questions again, given the time until the time runs out, will be posed by those students directly to Christine. This point in time, I want to welcome Christine and thank you so much for joining us today and we look forward to hearing from you. Christine. Thank you so much, Andrea. And good afternoon to everyone that's on the webinar. Thank you so much for joining us this afternoon. So what I decided to do with this time that we have together is share some of my experience over the course of the past eight months since I joined, as well as respond to some questions that I've gotten over the months about priorities for human resources. So you'll hear more about that today. So I initially stepped foot on this campus actually on September 9th of last year because while I started. In August, as Andrea said, I started off site, I was in places, so my actual first day on campus was September 9th. And to my surprise, when I came in, I was met with a welcome box from human resources and a warm welcome Bye everyone that I met. There were certainly some people that were curious about me, but I didn't get any cold shoulders. And the reason I say that is because New York has somewhat of a reputation and I was expecting something a little different. So over the course of the next month, I struggled to remember names. I fought overwhelm and I pondered if perhaps I was truly the right person for this role. I'm not exempt from what some people call impostor syndrome, syndrome, but something that I simply referred to as fear and self-doubt. And this fear was exacerbated by the question that I was asked over and over again. I was asked this question so many times that I started to question my own judgment. The question, why would you leave California to come here? Some people asked with the bone of curiosity. I'm asked with a hint of suspicion or even disbelief, and I started to question, Is there something that everyone knows that I don't know. Is this really just about whether or is there something going on here that I missed my research this institution? Thankfully, I learned over the next few months that I hadn't missed anything. And while there is work to be done here, Any be addressed. I also learned that mild or not, I can survive in Ithaca winter. So my initial focus has been on meeting people both inside and outside of the HR division. I have listened for both verbal and nonverbal cues about university priorities, institutional culture, receptiveness to change in ways to add value. I resisted identifying my goals and priorities early on because I needed to understand the organization better before I did that. So here I am eight months in and I know that I made the right decision in accepting the audit, joined Cornell. I was correct and trusting myself and my instincts that Cornell is a unique and special place. I was correct in my assessment that even though a knowledgeable and expert HR leader preceded me, the very nature of human resources work creates new opportunities and challenges. Every moment. I feel confident that I am the right leader at the right time to seize these opportunities. I was also correct to pause before identifying priorities. I want whatever we do in the HR division to be truly what Cornell needs. Am I'm happy to share my assessment today of what our priorities are. You will also hear from other HR leaders about some of these topics as well. So the first priority relates to HR is functional review. It's kind of in a holding pattern during this transition. So keep it already for me, is finalizing an approach that pinpoints efficiencies and techniques to be most effective as an HR function. Thankfully, Cornell has in place many passionate and dedicated HR experts leading the way. And this is bolstered my confidence in bringing that expertise together to work in a more collaborative way to benefit our workforce. Another important focus for the HR division is to support employee well-being. We've heard a lot about people having heavy workloads. And we know that workload can be a prime stressor for many. Hr will be working with units on workload, load prioritization, streamlining processes this year. To help with this. I also want to acknowledge the disappointment that some employees expressed after the president clarified at the address to staff in February, the summer appreciation hours were a onetime initiative. That conclusion does not negate the importance and value of time away from work. We've looked at the data, and most employees have ample time in their lead banks for vacation, but might find it difficult to carve out that time off. Hr has started working with people leaders across the university to emphasize the importance of approving and supporting time off and not contacting staff while they are on vacation. Along with this as the need for our leaders to model the importance of truly unplugging themselves. Stay tuned for more on this initiative. On the topic of well-being. We will also be leading some work to realize our health promoting campus commitment. Michelle are to be Director of Workforce well-being will share more specific shortly. Employee experience will be central to all our HR work. And it's an important priority for HR. Keying in on how our colleagues experienced their workplace and responding to our employees voices will be valuable in both attracting and retaining employees. You will hear some highlights from our employee surveys in a moment from Linda Crowell, how Senior Director employee experience. Another priority that I'm highlighting today, it's flexible work. Next slide. Shortly after I arrived, the need for a more consistent approach was clear. What is also clear is that approaches are also necessary to respond to the needs of our employees who are required to work onsite. As a result, the committee will also recommend strategies to support the group that group of employees. And what you see on the screen is the breakdown of the working group that we have and what they'll be responsible for. We have key subject matter experts that will contribute in the day-to-day operational plan, as well as an executive steering committee that will ensure that the outcomes from the working group correspond with our institutional values. Next slide. Key to this work was establishing some institutional core principles. You see them on the slide. I'm not a fan of reading slides, so I'll just leave them there for you to review. These slides will be made available afterwards. But I did want to key in on a couple of things for you to pay attention to. We're making sure that as part of the guidelines that were string, they correspond with dancing the university's missions and priority. And we find it important that we have standardized and equitable processes in place as we move this initiative forward. Next slide. So before we move on to Linda, I just wanted to share something that's not on the priorities list. You'll notice that diversity, equity, inclusion, and belonging are not called out individually. The reason for that is that it's my expectation that all of HR is work and initiatives are viewed through a DEI be lens. You will find that the Department of inclusion and belonging, while situated in the HR division, partners with various areas at the university, as it should. The HR division touches every employee, whatever their identity. We want all of our programs and initiatives to be carried out in a way that employees are their very best selves. Thank you for the opportunity to join you at today's forum. And before I respond to questions, I will ask my colleague Linda cruel how and Michelle RTB to share some more details about the priorities I referenced. Good afternoon and happy Friday, everyone. I'm Linda Carol hell, and I'm the Director of Senior Director of a relatively new area and human resources called employee experience, which Christine introduced you to, um, and just to share a little bit about employee experience, our focus is really on actively listening to our employees experiences, what's working and what's not. Identifying key themes that we're hearing in the information. And then sharing your voice with our HR partners and with leadership. So that we can identify concrete action steps, the steps and implement things to really help enhance employee experience across the institution. So before I start diving into some just general themes that we saw in the 22 employee survey and some next steps with it. I just want to thank everybody for having who completed the survey for unclean pleading the survey, I want to let you know your voice does matter. I want to let you know that all hundred and 96 pages of comments that you guys took the time and risk to write were red and considered. So I just wanted to share that with you before we start moving into it. So I'm just going to share some overall themes. More detailed results will be available shortly. Item by item. And I'm going to share are just some of our planned next steps which are a little different than what we've done for surveys in the past. Next slide. So I want to first start with our response rate to the survey this year. For the 22 to survey in 2016, our response rate was at 68%. So we did see a drop in our response rate this year. And we suspect that a piece of the reason, there's probably two major factors who why we saw a drop in response rate. The first is, as Christine mentioned, there were a number of comments around workload and extra workload people were feeling both as a result of coming off of COVID as well as some high, higher turnover that we saw in the past year. So I suspect that's one piece, but the other piece that I think is really important to mention, and I've heard this even beyond the survey. People feeling like they felt filled out these surveys in the past and they haven't seen action. We're taking that very seriously because we want to earn your continued participation surveys. And I'll talk with you in a second about what we're planning to do in that space more. I wanted to also note that we have we did see a lower response rate and our bargaining unit employees. So we want to encourage our bargaining unit employees to continue to. Your voice is very important. We want to hear it. So I just wanted to note that next slide. So overall, in comparison to what we saw in 2016, there were some key areas that we did see improvement, which we were happy to see. People were felt a little bit more satisfied with career opportunities within Cornell. I think a piece that's probably because we did see a lot of positions open up as the as we were coming out of the pandemic. So there was more opportunities for movement. We also saw an increase in satisfaction with being included in decision-making and supervisors support for career development and learning. We also saw that both at the institutional level and at the college and unit level, people felt that workforce policies were more consistently and fairly administered. And finally, that the University's leadership vision for the future. They were people who were clear on what that was in more positive about that. So those were some of the themes that we saw in the numerator part, the rating part of this survey in terms of areas that kind of dropped down a little bit. The big one. And we saw this in, you'll see in a second because I'm going to share just some general themes that we saw in the comments. Compensation was a very big one. And this is something that I've seen in surveys across the country that we're hearing that compensation is a real concern. The cost of living, I think is I will say the pain in reading some of the comments and what employees are experiencing was hard to read. And so we're we're we're clear that that was one of the biggest areas of concern in the survey. The other two areas that stood out was what we call our key engagement metrics was willingness to recommend both somebody's college or unit or department, as well as Cornell to a friend or a colleague. So those two both we saw a dip in. I suspect that probably the first one affected those two as well as some other things that are going on. So those were some areas that we saw on the rating side. Next slide. So we did have 196 pages of comments. I'll just quick call out Ruth cats and the employee experienced team who went through every single comment and helped us with categorizing them. And I've read several of them myself. And the key themes that we saw, number one was mentioned of compensation. Flex work is Christine mentioned an area of real interests with our employees right now, concerns with supervisors and management, comments on diversity, inclusion and belonging. The workload piece of things that has been a theme through all of the surveys that we've done, and it continues to be a theme in this survey. And finally, lack of opportunity to advance. So those were the main common themes that we saw this year. In terms of when I say I'd like to be able to earn your continued participation in surveys. There's two things that we are planning to do this year with the survey, and we've actually started doing them. The first is that we are putting together a new advisory committee for employee experience. And this is not just being put together for the staff survey. This is being put together for ongoing employee listening. Of course, the staff survey will be the first order of business with this committee. The plan will be the committee will be meeting at least quarterly and we'll be sharing other information down the road. We are doing regular exit surveys with staff were doing regular new hire surveys and other types of pulse in an ongoing way will be feeding what we're hearing from you to this committee, at least quarterly and talking about what main things we want to focus on at the institutional level to address, to enhance experience. The other piece, and this was one I heard a lot. Between the last survey in this survey is we heard that there was differing approaches to this survey at the college or unit level. So what we are doing and we've actually started doing one. We did one this morning is my team and I are meeting with every dean and every vice president and their human resources business partner. And we are talking about their specific college or unit results, were talking about strengths and areas to focus on and providing some very concrete recommendations, as well as asking them to choose at least 123 recommendations of our recommendations to implement something to start addressing some of what was in their specific survey. We're providing resources and tools around that as well. Next slide. So in terms of transparency, we want you to be able to see what we're learning. And we want you to be able to see what we're doing about that. So there is a new page on the HR website. If you go into the about, you'll see survey and metrics and what we are going to be doing. If you can move to the next slide quickly for each of the surveys that we're running. So you'll, you'll see there's a new hire survey. You'll see there's employee exit survey and you'll see the coming soon staff survey. There is on each page. When you click on it, you'll see there's a brief explanation of what the survey is and who gets it. You'll see there's a summary of the key findings of what we found to date so far. And those will be changing ongoing as we hear new things. We've been seeing a lot of shifting in the exit surveys month to month on what the main reasons people are leaving our dual provide you with some action steps that we've already taking today so that you can see the things that we're doing to move ahead and try to address some of what we're seeing. And our goal is really to have a much more ongoing dialogue with you and show you that we're listening and sheer transparency of what we're seeing in our data moving forward. Next slide. So in terms of the survey results, the detailed survey results you can find right now, the detailed results for the 2,011.2016 surveys on the Institutional Research and Planning website. There are fantastic partners in this effort. They are the ones who administered the 2022 survey for us too. And they're a week or two out from putting up the 2022 detailed tables. We will let you know when that happens. It will be happening shortly and it will also be on their site and we'll be linking to it on the site that human resources has right now on the surveys. So you'll be able to go and look item by item, what our overall results were. Next slide. This is a reiteration of what we're talking about again, on the college and unit survey meetings that we're having. I should note that the meetings were having. We're not just sharing the employee survey data with the vice presidents, deans in HR business partners. We're also sharing what we're seeing in their new hire data. And we're also sharing what we're seeing in the exit data. Well, so these are ongoing. We've done about five or six of them right now and we've got several more scheduled. So we're gonna get to every college and unit over the next few months to share and talk about next steps and action steps for each of them. Next slide. So I'm going to introduce now Michelle RTB, who is our Director of Workforce well-being and who's going to assure a little bit more on the Copenhagen charter and our health promoting campus. Thank you, Christina and Linda. Good afternoon, everyone. It's great to be here with you today. Last fall, Cornell leadership signed the international Okanagan charter. The charter is a real commitment to health and well-being, both within our organization and through our outward contributions locally and more broadly. While the charter specifically uses the word campus, health promoting campus, the spirit of it is not limited to geography with Cornell, to global presence. It's really about being a health promoting university. The charter was established in 2015 in British Columbia, where researchers, practitioners, students, and policymakers from over 45 countries, including the World Health Organization, convened and work together on its drafting. There are two primary calls to action within the charter. And the first is that we will embed health into all aspects of university culture across the administration, operations and our academic mandates. And second, that we will lead health promotion action and collaboration locally and across the world. The desired impacts of this work, as is stated in the charter, include enhancing the success of the university, fostering a culture of compassion, well-being, equity, and social justice. Improving the health of those who live, learn, work and love throughout the institution. And strengthening that ecological, social and economic sustainability of our communities and our wider society. The charter was formally adopted on October of last year. And President Pollack, Vice President Lombardi, Vice President, lovely vice president Lisa Nietzsche, excuse me, vice provost Lisa new sheet and vice provost. And D and Catherine bore all signed the charter. And the process of adopting the charter was led by Julie Edwards, director of the Center for Health Initiatives. The commitment to this work is truly university-wide. And both the charter and our leaders really recognized how interconnected well-being is among staff, faculty, and students, as well as the natural environment. I think it's pretty clear that when faculty and staff are unwell, student experience can obviously be impacted and vice versa. The originators of the Charter established some guiding principles to inform the evolution of our work. It emphasizes a strengths-based approach and building on strong foundations and Cornell invest significantly in supporting staff, faculty, and student well-being in a variety of ways. And those investments are just financial. The spirit of workforce and student well-being is really present in policies and trainings and most importantly, the people and how we interact and support each other. We will be evolving and building on this longstanding commitment to well-being by taking a whole system and university-wide approach. We're turning to available data such as the surveys Linda spoke about and are pursuing input and feedback from all constituencies. Other key principles include being evidence-informed with a focus on research and innovation, being inclusive of local and indigenous community contexts. And really following are universal and university responsibility to have a positive impact. So the recent Cornell campaign to do the greatest good certainly comes to mind for me. Steering our worker to committees. One, the workforce well-being core advisory committee of which Christine and Deputy Provost Avery August or executive sponsors, and the student well-being council, which is chaired by Julie Edwards with Ryan Lombardi, Lisa Nietzsche, and Catherine bore serving as executive sponsors. Recognizing that there are well-being matters to impact all constituencies. And these committees cannot operate in isolation. They are collaborating extensively. And participants in these committees are coming from a very wide variety of areas including physical and mental health, diversity, equity, inclusion and belonging. Sustainability benefits, public health education, medical care delivery, and others. The workforce, while being committee is charged with examining the effectiveness, the inclusivity, and the accessibility of our existing resources and programs for faculty and staff. The committee will also be looking at root causes, um, of unhealthy working environments and issuing recommendations to our executive sponsors who will then determine next steps. The committee will also be in forming HR's workforce well-being strategy. Work of this committee will not be limited to just programmatic improvements, but rather a holistic approach that really does examine systems and settings and root causes. A university website for the health promoting campus commitment will be launching by fall. And you'll be able to read more about our work of the committees, members recommendations, and get progress updates. Nearly 400 Cornell aliens participated in well-being visioning sessions during the fall semester. Thank you to those that did. These sessions gave faculty, staff and students and opportunity to share what a health promoting University means to them. Answers to questions were correlated and are being used to develop a well-being vision and mission for the university and it, in addition to our responsibility as an employer and educational institution, we genuinely believe each person has a role to play. Whether you're directly responsible for programs and services connected to well-being, or you're leading a team, or you're an individual contributor. Everyone plays a really important role in fostering a healthy workplace climate and culture. So speaking of roles, I would just like to mention that Cornell Staff position description templates for people, leaders and individual contributors have been updated to include required language about D IIB and well-being. And I just like to share with you an excerpt from the position description template. It says, well-positioned responsibilities vary. Every member of our community is expected to foster a culture of well-being, excuse me, a culture of belonging, psychologically healthy workplace environment by communicating across differences, being cooperative, collaborative and open. Showing respect, compassion and empathy, engaging and supporting others regardless of background or perspective. Speaking up when folks are being excluded or treated inappropriately and supporting work-life integration of oneself and others. Over the coming months, we'll be sharing information broadly about what this looks like in practice and tools that are available to assist you. Particularly if you're in a people leader role. A few questions I encourage you to consider and talk with your colleagues about after today is what does the health promoting Cornell look like to you? What personal values do you have or organisational commitments and core values does health promotion support at Cornell? And how will you and your team support this work moving forward? So please do consider reading the Okanagan charter. It is posted publicly on the web and I'm going to put a link in the chat to the PDF, your involvement, your support and your feedback. It really is critical to the suffer. So please don't hesitate to send me questions or your thoughts even after today's forum. And with that, I'll turn this back to our employee assembly colleagues thinking, thank you very much. We appreciate the tremendous amount of information that you all are providing. A no questions are starting to roll in. At this point in time. As folks continue to do that, both Lisa Zachariah and Margaret Mercy vendor that are from the employee assembly leadership committee, are going to start with reading some of the questions for our team. Mercy, you're on mute. Sorry about that. Okay. Alright. Let me try it again. How does the new employee experience committee defer or work with the employee assembly? That's a great question. So the plan is that the employee the employee assembly will have a representative on that team and that we will in the individual will go back and share things with the employee assembly. And I also I reached out to Andrea and my plan is to be doing some more regular having more regular conversations and sharing more regular information with E2 because the EA is a great voice and we have partnered together in the past on different things that we were looking at, so that will continue. We're partners, I guess is the best way to answer it and that they will be included. Right. Thank you, Linda. So this one is two-fold about the survey. Colleague wants to know if the collagen units have had responses to the findings and just scrolled away from me. Are we seeing from the exit survey data staff that are leaving their positions because of compensation? So I'll answer the first one that's quicker. So yes, compensation has been consistently one of the top three factors and people's decision to leave according to the survey. So absolutely, that is definitely one. In terms of the reaction. It's been fantastic on the leaders have been extremely engaged in their data asking great questions. And we've already had a lot of follow up with units that we have interacted with. We've continued to one of the units had us come back and share the results with their entire employee base. And other is having us come back and talk with their leadership team. There. They're very much engaging with the data. They're very interested in asking great questions and are following up. The next question is, what resources does Cornell offer for employees who are suffering from mental health issues and crisis? We know how to help if there were student, but not sure if the resources for employees, Any ideas would be really appreciated. Thank you very much for asking that really important question. May as mental health awareness month. And you're gonna be seeing some communications coming out related to this. And thank you just for carrying about the well-being of your colleague. A couple of different resources for you to be aware of. Starting with the Faculty and Staff Assistance Program. It offers free short-term counseling services up to ten appointments per year per eligible employee. The one thing about the Faculty and Staff Assistance Program is that folks that folks may not know is that there are also a resource for you when you are concerned about the well-being of someone you work with or someone that works for you. If you're unsure of how to approach them about this, you can certainly call f SAP and get some guidance for you as well. Otherwise, I encourage you to refer folks to the asap. Now, ENI confidential counseling services is another 24-seven resource that the university has for mental health for employees. I will be putting some information in the Q&A answer to direct you to those various websites. And of course, the University's health insurance plans offer coverage for counseling. That coverage looks a little bit different whether it's endowed or contract College employees. And I understand it can be really challenging at times navigating this and finding a Provider that really this person feels connected to. So if you run into any barriers or challenges with us, please contact if SAP please contact me and we want to make sure that you get connected to the resources that make the most sense. I would say that with the pandemic, we have seen a huge increase in the number of mental health providers that can provide services over telehealth. And that has just increased accessibility. In terms of providers that specialize in specific types of mental illness conditions. I have identity-based focuses to their practice and so forth. But thank you again for raising this. It's important that we speak openly about mental health. Thank you so much, Michelle. Great answer. The next person asks, I've been commuting to campus primarily by bus for nearly 20 years and have never had long-term parking pass. We used to get ten temp passes a year, but this benefit has ended. Is there any thought about bringing it back? Thank you. I think that's probably a question that we'll have to Ford on to transportation because honestly, I don't think that that's an HR control programs though. I will follow up on that. Share more in the future. Yeah. Okay. Sorry, they're coming in fast. So what stamps on a full campus scale has Cornell taken to better support their neuro diverse employees and to employ diverse diversity in the future. I don't have insights into what specifically it's been done in this space. So that's one will have to answer offline. Thank you. So this is a question for you, Christine. Currently you visited the Helle Craft Leadership Program, which this person attended. They have immense amounts of respect for the team and organization development effectiveness at Cornell, but has been surprised each time they attended a training that DEI not covered with any depth in the curriculum. Nor Todd is a core skill for managers, staff members alike. These are excellent training opportunities and they'd really value d Phi being actively added to the curriculum of these programs. I appreciate that comment and I will share that. Since I joined, I have learned that there is some work going on in partnership between organizational effect of 0 E, D, as well as the Department of inclusion belonging together around culture. So there is some work that's going on between those two departments to bring together more, to add more DEI into the curriculums that we put out to our people leaders and the like. So I do think that there were moving in the right direction at when it comes to that topic. But I appreciate the comment and you sharing that. Okay. Has there been any data analysis on internal versus external new higher salaries? Having an institutional knowledge can be valuable. I believe there is some work going on in that space and that's actually one of the areas that I believed that as part of the functional review, we're doing more efforts to ensure that we're working in a more consistent and collaborative way. There. These are, are things that have built up over time and I think it's going to take a bit of time to, for us to, to kind of create more consistency across the institution in this space. But certainly there's some accuracy to the notion that in our decentralized model, sometimes you'll experience differences across, across the institution. So that's definitely one of the opportunities that exist for us. And how I kind of highlighted at the beginning that as part of our functional review, we're looking at how we can work better together across the university. And so that is certainly one of those areas where we have room to address that. Thank you. Christine, What do you think about all of the recent research on the benefits of a four-day workweek. Has there been any improvement or any movement I'm sorry, to prepare a pilot program at Cornell. Yeah, I'd be really interested in seeing some of that research, especially if there's anything in a higher education setting. I would guess that there might be some research that's probably more in an industry or corporate type setting than an educational institution because as you all know, we don't exist on a four-day workweek as a university, learning is happening. In some cases 24-seven. So I venture to say that something like a four-day workweek could be something that could be considered as part of a flexible work schedule. Flex schedule is an aspect of a flex work. And so I wouldn't I wouldn't say that it's out of the question. Via for inappropriate situation as part of a flex work arrangement. But definitely not something that would really be appropriate overall because of what is needed at a university. So those are my thoughts on it. Okay, thank you. So this question is really asking the people who work remotely and then people who work in person. When you work in person, you have to there's more community expenses and parking expenses. Has there been any discussion about maybe compensation or any type of discussion about making it a little bit more equal, I guess? Yeah. When when I touched on the Flex Work committee that's going on, one of the things that I shared was that we're also looking at the topic of employees who, you know, because of the nature of their positions, they need to be on site every day. And this has bubbled up as a topic that we need to address strategies in that direction. So that is part of what the there's a subcommittee on the working group that's specifically looking at this population of employees and what can be done to kind of balance some of their needs along with promoting flex work as well. So there is conversation on this topic and that will be part of what the committee is doing. Okay. Thank you so much. Christine, staff used to be able to get allergy shots administered at Cornell Health. That's a loss benefits since the pandemic. But it was also a staffing issue with the retiring nurse. Can this be brought back? It's a big convenience that does not interrupt the workday and deplete. Hap time is quickly. Some people get shots weekly, biweekly, and monthly. That's a really important thing to identify. I would say that as we're looking at gaps and needs within the Okanagan charter and health promoting campus work that we're doing. This is one of those types of issues that I think is going to emerge and that we needed to revisit. So Linda, I see you came off of camera. Did you have anything you wanted to add to that? No. I just thank you for raising up. Okay. So this the faculty senate has been discussing research, teaching, and extension faculty. Is HR connected to any of these conversations? In a sense, I have I am starting to have meetings with the dean of faculty and on the agenda for our discussion is some of the uniquenesses related to RTE faculty and kind of how we can support them as well from a human resources perspective, because some of the challenges are unique to that population. So I'm not specifically familiar with what's going on in cows around the RTE faculty, but there is some connection via the dean of faculty to issues that are arising for them. I would just add to that that the Cornell academics and professors emeritus organization cape, has members on their executive council that are from Archie, retired RTs and we have in human resources has been having conversations with that organization to try to identify unique issues related to retiree engagement benefits and so forth for RTE. So I'm sure the question was very focused on active employees and our T's, but we are looking at it from a retiree engagement perspective as well. Great, Thank you both. So the university is considering to address not only the compensation concerns in a new way, but the cost of living increases here in Ithaca. Or what are the next steps in determining how to address these? Well, you know, what happens with the budgets for compensation is a broader issue than a human resources issue. And it's really a budget issue that's looked at across the university over the course of a few years. So determining what SIP pool is e.g. and things like that is more than just an annual process. So there's a formula that looks over trends over a few years and arrives at what's inappropriate pool. And this year, I'm actually came up a little bit above even what the formula suggested. So it's a thorny and significant issue that's not easily addressed in a question like this, but I just want to make it clear that it's something that is very important and is being looked at all the way at the top of the institution about how we move forward with this in a way that's meaningful and that recognizes some of the unique challenges that are recent times have presented and will continue to do that. And I will continue to advocate for us paying close attention to what our workforce needs and ensuring that we're paying attention to that topic. But I don't want to make it seem like it's a simple answer because it's not. And so I wouldn't be so cavalier is to say theme in this forum that, that minimizes the difficulty of this particular topic. But just know that it's, it is on everyone's minds and we're, we're paying attention to that as a university leadership. Christine, if I may, can we come back to the neurodiversity question real quick? I was answering another question. Well, that one came in and I don't have a lot of information to share right at the moment. I do feel It's important to acknowledge the staff and faculty that have come together and created an employee network of sorts around the topic of neurodiversity and efforts being led by Florencia or don't and alert learning strategies center. So I will put a link to some of the information that they've made available on their website in the chat. And I recently attended the inclusive excellent Summit sponsored by the Department of inclusion and belonging. And they had a workshop on neuro diversity in the workplace. And I believe that that session was recorded, so I'd like to get that recording promoted as there was a lot of really great content in there for us to think about as an employer, Human Resources, as an employer, and just in our interactions and how we structure our work at the university. The last thing I would say is that many of our employees are raising children who identify as neurodiverse. And we have a lot of employees who are looking for ways to connect with others, other parents who have shared experiences. So the work-life team and human resources is available to help facilitate connections. And we're looking at the possibility of creating a parent network of some kind. So if this is something that is something you feel particularly connected to, please don't hesitate to reach out again to well-being at cornell dot edu and we'll do our best to follow up. So thank you to those who've done some great advocacy on this work. Thank you for that follow-up on that, Michelle, because I think that is an emerging aspect of things. The folks at the learning strategies center, specifically fluency or a dog. They're just doing such amazing work and raising the awareness of that as a category of inclusion and diversity within the context of disability realm or beyond the disability realm. I think it's one of those things that it's really important. And we really appreciate the partnership with HR and helping to facilitate that for our employees as well as for employees. So our parents we are winding down to be able to see if there are any last questions. To be able to ask some questions. There's a couple of other things that are just coming through the flurry of activity at the very end as we're getting ready to wrap up. I see one thing following up on Michelle's comments a minute ago, that the disability colleague networking group is also for neuro diverse employees. So we want to just mention that that resource is available and you can find it on our website. Yes. There was one question about that. I think would be warranted lisa or Marcy to talk about are fully on-site staff? Yeah. So are fully off site staff accommodation are no longer able to get an evaluation and services provided by Cornell. So I'll talking about office equipment. Obviously equipment or replacements are now expect to be paid by the employees themselves. Is there any consideration being given to Cornell taking more equitably responsibility for compensation for off-site employees. Remind me if that's something that the working group is looking at. It's definitely as we're taking a look at equity between the two groups, That's definitely one of the considerations we've had. And it's definitely one of the things that as we were transitioning from fully remote due to the pandemic to people's next steps. Some of the units did specifically look at that. So yeah, it's, it's something that we should look at in terms of from a wider perspective because it was really a unit by unit decision. And some of the units did do a little bit more in that space in terms of equipment and well-being. So it's that I can definitely get it on the working group agenda to take a look at that and what we wanna do institutionally going forward. Because I think one of the important things around why this working group in the Executive Steering Committee was put in place around flex work is as we came off the pandemic, a lot was really decisions and everything were really made at an individual college or unit level, which from the standpoint of what makes sense to be able to meet the requirements and goals of the college or unit that makes sense. What we're trying to look at is where there are opportunities for us to do things across the institution, um, where it makes sense to something so consistently across the institution and that's what that group is looking at. So this is a good one to add to that list. And Christine, I don't know if you want to add anything more to that. Yeah. Just just the fact that this issue, again is one of those that book sort of viewed through the lens of where they sit. If you're working fully remote, you can bring forward examples of where you're spending more money on different things and then people that are fully on site are bringing forward arguments to say that they're spent having to spend money that other people aren't spending. I think what's important with all of this is that we are viewing like situations through the same lens. And that's what we're hoping to promote through this work. As well as giving insights into how the university is moving forward in a collaborative way. I think some of the morale issues result from difference in treatment in different places. And so that's what we're hoping to address through this, through this group. And thanks for this specific examples that we'll use as part of the work. Maybe you're going to say what I was going to save a shelf in terms of you can get an ergonomic assessment if you are working fully remote. And that's one thing that I would like to encourage you to go onto the HR site. There's some resources there that you can get an ergonomic assessment and there's some tips and information that I think will be helpful for setting up home offices to be more ergonomically friendly because fully remote individuals we really do care about and your well-being is important to us. So Michelle, I don't know if you wanted to add anything more to that. Now, we're right on the same topic. I did put a link to the program which has some remote worker stories included in it about how the evaluation helped them with their home setups. I'm having received an evaluation and different types of settings. The one thing I appreciate about that program is that they really focused on low cost ways to improve the the workplace setup that you have to be healthy and good for your body. So please don't look at it like it's just a matter of equipment that's going to cost hundreds and hundreds of dollars. Even things such a slight adjustments to the arm rest on your chairs can make a big difference. They're really good at identifying what things we need to do to be a bit healthier. And our setups. At this point in time where we are at time, a wonderful, robust conversation. Michelle, Linda, and most especially Christine, thank you for your willingness to come and talk with folks to answer questions. There was some additional questions that we didn't get to, but we'll follow up. And you were all able to see that. And the ongoing partnership with the EA is greatly appreciated. And your service to our employees is something that also is greatly appreciated. So thank you. Thank you so much for having me and us. And I just want to say to all of our employees, thank you so much for all that you do every day at Cornell University. You make this thing run and we appreciate that, right? Perfect. Have a great rest of your day, everyone.