it.ucsf.edu

Frequently Asked Questions (FAQs)

Here you will find common questions and concerns related to the IT Organization Update presented by CIO Joe Bengfort on Wednesday, October 2, 2013.

  • My unit is not on the organizational chart, what does this mean?

The posted organizational chart is a high-level functional organizational chart; it is not intended to be completely comprehensive. There is a place within our organization for every function and service provided today. Your function does exist in the organization. Please engage your manager to ensure it is noted in future revisions.
 

  • Why is Mission Bay IT no longer on the organizational chart?

Pierre Brickey remains responsible for the Mission Bay team. Mission Bay Hospital projects are massive and may dictate how fast we can move with some of the organizational changes proposed. To the extent that we are successful at creating efficiencies within IT, Mission Bay and the developments there will be the greatest benefactors. The organization chart does not communicate the relative importance of any given project but rather communicates our structure. Organizationally, we have found that by consolidating reporting responsibilities we will be able to generate efficiencies administratively throughout the organization to give appropriate attention to all of our many constituencies.
 

  • Will there be new positions posted and where?

New or open positions will be posted as the needs are identified and their staffing approved. Posting of these positions will be made in a manner that will be set forth by the end of October.
 

  • Why were some roles appointed and others open for recruitment?

The Director roles for IT Finance, Office of the CIO (OCIO), Application Management, Technology Applications, and Infrastructure were appointed. The Director roles that will be posted include: Director of Customer Service, Directory of Security, Senior Manager of Network Services, and Director of Networked Data Warehouse. If the area of responsibility materially changed and/or the consolidation involved two directors performing the same or similar work, then a selection must be made. Posting the position is not required if the area of responsibility involved is largely the same.
 

  • Will there be any moves?

UCSF IT’s principal home is Mission Center Building (MCB). The goal is to have teams co-located to the extent practical. A need to co-locate team members may result in a move, however this will be planned and communicated thoroughly before occuring.
 

  • Will I become a Medical Center / Campus employee? Will compensation change?

Employment status will not change. Compensation and benefit models of each area will be retained. There will be continuing assessment as we unify our plans over the next few years so that disparities can be minimized.
 

  • How will we reward top performers?

We will continue the process in place for scheduled reviews and merit/equity. A driving force of the consolidation process has been how to prepare for the escalating IT needs of this institution and planning for expanded investment in the area of IT in general. With these necessary adjustments, new opportunities will come.  
 

  • What are your expectations for your directors and managers? How will you hold them accountable?

Directors and managers are expected to work to develop an approach and timing for required changes in the organizational structure and/or roles and responsibilities. It is expected that directors and managers communicate with their respective team(s) in advance of any specific changes taking effect. Performance Evaluation Report Card (PERC) analysis will be a method for accountability. Defining and performing to expectations is significant and measurements need to be consistent and focused on the original purchase decision.
 

  • Will my new manager understand and support my previous mission, role, and customer base?

All Managers are responsible to understand and support the role that each employee will be expected to carry out.  
 

  • When Networked Data Warehouse group is formed will Data Warehouse and Business Intelligence (BI) be in that group?

Both the Data Warehouse and BI functions currently in Applications will be in the Networked Data Warehouse group when the Chart of Accounts (COA) project is completed.
 

  • If I need to hire a new employee, are they Medical Center or Campus employee?

Each addition will be made on a case-by-case basis with respect to the “employer.”
 

  • Which holiday schedule will be adopted by the new IT organization?

In the near term, you will adhere to the holiday schedule of your respective, initial appointment. There is only one holiday that differs between Campus and Medical Center. Cesar Chavez day is a Campus holiday and the Medical Center banks it as a comp holiday. Both Campus and Medical Center have the same number of holiday per year, thirteen. There are efforts at the executive level of UCSF to establish a common employee plan across the institution.
 

  • Are there any plans on how we are going to integrate two cultures?

We clearly want to work towards a single organization and that will guide decisions as we go forward. The main method that will accomplish this is to continue to reach out to those in each area, communicate, and share your common experience so that together we can better service our customers.
 

  • With the merger of Campus and Medical Center IT, how will the funding model(s) for existing services and OE IT initiatives change?

Funding models for existing services and Operational Excellence IT initiatives will not change in the near future.
 

  • What does Web under development and Web under Integration Systems refer to?

The Web under development refers to websites and applications development via “.Net” or similar language. The Web under Integration Systems refers to “Web Services” development for integration of data.
 
Customer Related
 

  • How were customer needs incorporated into your new functional organization?

Currently there are two successful models for identifying and addressing customer needs: the Customer Relationship Managers (CRMs) serving Schools and Departments, and the Customer Engagement Managers (CEMs) in IT Field Services. IT leadership has recognized the value of the CEM role, and is looking for ways to expand this model to all of IT. Leadership will work closely with existing customers, IT stakeholders, and the CEM/CRM teams to develop a proposal in November.
 

  • If we didn't build it, are we still obligated to support it? How do we ensure resources to do this?

For services that are not centrally funded currently, we will need to determine recharge models to support these dedicated hours, or leverage consultants. We have a long-term interest in developing confidence and respect throughout our constituency. Responses to demands on our resources have to be measured with this in mind.
 

  • Customers assume that we will follow the precedent of HR and Pre-Award: over-promising and under-delivering, how do we keep that from happening?

We can keep that from happening, in part, by setting clear expectations and ensuring buy-in on all commitments by all members of the team.
 

  • What are we doing to hold ourselves accountable to our customers' expectations, who expect high performance, responsive, low cost services?

Transparency and clear communications of our plans with our customers will help us both ensure accountability with our customers. Again, we can keep that from happening, in part, by ensuring buy-in on all commitments by all members of the team.
 

  • Who is being included in the planning for the new units under the new Director? (Customer Services specifically)

Julie Cox and Sian Shumway are leading the effort to develop the organization within Customer Services with input from the existing and future teams.