Resources

Digital Accessibility is critical in providing equal access to our content for all individuals.  Visit the Digital Accessibility Website.

Here are a few suggestions to keep you in the know:

This form will help you to consider all your stakeholders and how best to communicate with them; breaks it down in an easy-to-digest, visual manner.

When to use these templates:

These templates were developed to provide a standard representation of the UVAFinance brand and to allow you to be easily identified in larger groups. Please use them when you think that information would be helpful.

UVAFinance Letterhead (Behind Netbadge)

This is not an org chart, but instead is meant to give a general idea of what functions reside in which areas of UVAFinance.

FY24 schedule of UVAFinance focus on values,  See all UVAFinance values here: https://uvafinance.virginia.edu/about-uvafinance 

This Quick Reference Guide (QRG) is designed to provide you with information about providing feedback for a direct report or another employee

Challenging the status quo is a critical component of continuous improvement. It starts with recognizing that the way something has “always be done” may not be the best approach for the future, even if it made perfect sense for “x” years.

Here are three ways to challenge the status quo:

1. Invite different perspectives – ask others what they think
2. Ask more questions – try using “what if?” in your next meeting
3. Be ready to help the change – be open-minded to ideas

A continuous improvement mindset truly transforms a culture when it is embraced in a day-to-day basis. It requires intentional reflection and a willingness to adjust based on new information.

To achieve transformation, our future-state processes need to move beyond “lift and shift,” where we merely improve the automation of a transaction. As you’re examining processes, think about the future-state considerations below:

Navigating change, no matter how worthwhile it is, always includes some discomfort. In the current state of things, we have a measure of certainty. We know what to expect; we understand the steps in our processes, even if they aren’t the most effective.

When a triggering event occurs (not necessarily THE change itself, but something that indicates change is coming) it drops us into a period that feels chaotic. Unexpected and expected triggers both have this effect. Well-planned

How to use Kanban boards with your Team

Sample Interview questions to assess the interviewee's continuous improvement mindset

Encouraging a CI Mindset in Your Team

UVAFinance A3 (Printable)

Printable Fishbone Diagram 

Fillable Impact Effort Chart

How to build a virtual kanban board in Microsoft Teams

Tips for Effective StandUp Meetings