ABSTRACT
This chapter describes the work of the Office of WORK life Programs at the Johns Hopkins Institutions in Baltimore, Maryland, providing an account of its leadership work, in partnership with colleagues, to assess the trends mentioned previously using integrated models of service delivery. The chapter begins with a brief history of the work-life movement at Johns Hopkins and focuses on the ways in which a series of initiatives helped change the organizational culture to one that recognized the need to help faculty and staff balance their personal and professional responsibilities. Unlike many other similar programs of its kind, WORKlife Programs coordinated its efforts with other human services programs and used an integrated operating structure to achieve its goals. The conviction that human services work in universities could not be accomplished in isolation created an organizational climate of creativity and change that enabled WORKlife Programs, FASAP, and Student Assistance to later integrate their operations in response to industry trends and research.
