Frequently Asked Questions about the UCOP Restructuring Initiative
Updated 1/09
What is happening in the Internal Audit area? To whom is the work that was previously performed by that group in support of OP being reassigned?
Internal Audit is now part of the Office of Ethics, Compliance and Audit Services, which reports to the Regents. Offices reporting to the Regents are not part of the current restructuring process. As positions have become vacant, management has been evaluating those positions and making some changes. However the Internal Audit functions for OP continue to be performed in this department.
Updated 9/08
Normally when workers are laid off in a downsizing, they would be eligible for unemployment benefits. If your unit is being eliminated and you must apply for a job in a new consolidated unit, can you collect unemployment benefits if you apply for but don't get a new job?
The final decision regarding eligibility for unemployment insurance is one made by the State of California, Employment Development Department (EDD) and not the University; it is our understanding that layoff is a reason that an employee is eligible to receive unemployment. When layoff notice is given by UC, employees receive information regarding how to contact EDD.
I'm confused about what's happening in Human Resources. First I heard that the HR office is moving to UCSF, and now I see that the HR department has announced a new organizational structure and is recruiting for positions here in OP. Can you explain?
The affiliation of the OP Human Resources department with UCSF and the restructuring of the systemwide Human Resources and Benefits (HRB) department are two separate initiatives. The systemwide Human Resources and Benefits department is responsible for University-wide programs, including personnel policies, diversity, health and welfare plans, retirement programs, labor relations and senior management compensation and policy. HRB is in the process of transitioning to a new organizational design. Prior to the reorganization, the local OP Human Resources office was part of the larger, systemwide HRB department. As one result of HRB's restructuring, the local HR function, which serves the HR needs of UCOP employees only, will now be part of UCSF Human Resources. That means, after a transition period, local HR services for OP (for example, benefits counseling) will be provided by UCSF HR.
Will the University guidelines on contracting out be applied in determining whether to contract out for retirement benefits administration?
Yes. Human Resources and Benefits and Strategic Sourcing have been partnering on a Request for Proposals process for retirement benefits administration. The process is being conducted in accordance with all applicable University policies, including the University Guidelines on Contracting for Services. The guidelines outline the criteria for making contract decisions, and they require compliance with the specific provisions of personnel policies and/or collective bargaining agreements that apply to employee groups that may be affected.
What challenges does senior leadership face in consolidating the Academic Affairs unit at UCOP, particularly those programs that--while distinguished for many years by their impressive student outcomes--do not fit easily into business categories because of their external institutional operating partnerships (e.g., Mathematics, Engineering, Science Achievement (MESA), the Puente Project, etc.)?
Currently, the division of Academic Affairs is responsible for many programs that are managed on behalf of the system, several of which are funded directly by, and responsible in some regard to, agencies that are external to the University. MESA and Puente are two examples of programs funded by and responsible to external agencies, with UCOP acting as the managing entity. UCOP has fiduciary responsibilities in this oversight role, and must ensure that the programs adopt and conform to applicable University policies, and that they deliver what they promise to their funders.
UCOP is examining all of its external partnership programs with the goal of creating a structure that ensures appropriate oversight, and reduces administrative costs. As part of the overall effort to consolidate UCOP business services, it has become apparent that the University cannot afford to maintain separate business processes for individual programs. By consolidating business services across programs, a smaller proportion of program funds would be spent on administration, and a higher proportion would be spent on fulfilling each program's mission.
I was under the impression that UCLA would be the new home for Continuing Education of the Bar (CEB). When will this service unit be moving to Los Angeles? If CEB is moving, why isn't the new location reflected in the CEB job openings now listed on the UCOP Jobs website?
During the past few months, OP and CEB leaders have had discussions regarding CEB's search for a campus administrative home with Berkeley, Irvine, Davis, and UCLA. Although there is no final agreement at this point, the best fit appears to be at UCLA Extension, which sees an opportunity to integrate CEB into its operations in a way that enables CEB to continue largely as it is, and where it is, in Oakland. The target date for the transition is January 1, 2009.
There appears to be a certain amount of overlap between the new Institutional Research unit and the reconfigured HRB Quality Assurance and Compliance unit, particularly in the collection, reporting and monitoring of employee data. Given the projected sizes of the two units, that could result in a significant number of FTE doing similar work. There's also potential confusion about which unit to contact for employee data. How is this being addressed?
The scope of the new IR unit's work and a transition plan for the unit to take on specific functions continue to be developed. This planning process involves close consultation with OP departments that perform these functions today, including Human Resources and Benefits, in order to determine the appropriate location of specific functions. As mentioned above, at this point it is anticipated that the Institutional Research unit will handle data and conduct analysis pertaining to a number of subjects including admissions, personnel and compensation data, research data, contracts and grants, financial aid, graduate students and budget data. Employees who perform this type of work are strongly encouraged to apply for the IR positions to help keep their options open. In addition, the expertise of employees currently doing this work will be vital as it moves to a new unit. More information will be available about the relationship of the IR unit to other departments as the restructuring process moves forward and these kinds of overlap issues are resolved.
The July 22 OP Restructuring email update said that work in the new Institutional Research Unit will focus on five key subject/functional areas, but graduate data wasn't specifically mentioned. Will this work be done by the new IR unit?
Yes, it's intended that data research and analysis related to graduate studies will be one of the content areas for the new IR unit. The full scope of the new unit's work and a transition plan for the unit to take on specific functions will be developed as the Director and other leadership positions are filled.
I'm an analyst in HR Benefits, and it's not clear if the work I do now will be done by the new IR unit in the future. I like my job and would like to stay where I am, but my supervisor can't assure me my job is safe. Will the IR unit functions be clearly defined in time for me to decide whether to apply for a position in the new unit?
Defining the scope of the new unit's work and identifying the work that will remain in the departments will take time. The best advice is to apply for one of the IR positions. Submitting an application does not commit you to changing jobs putting your application forward helps keep your options open. Also, you can expect to learn more about the new unit during the application and interview process.
I saw in the June 5 brown bag presentation that the new Business Resource Center will be doing purchases through Bruinbuy and processing travel reimbursements. I do that work for my department now. Does that mean I won't be doing it in the future? What will happen to my job?
In time, the new BRC will perform procure-to-pay (which includes purchases through Bruinbuy), data management, and payroll functions for OP, and this work will no longer be performed in departments. The BRC will phase-in its service to departments over time. If this type of work makes up a significant part of your job today, you should definitely explore the job openings in the BRC. Even if this only makes up a small part of your job, your job functions will change in the future.
I manage a unit in OP, and there are people on my staff who perform BRC functions. When will I know how the BRC consolidation will affect my budget? Will I lose an FTE?
We are currently working with department heads to determine the impacts of the BRC and other consolidations on individual departments. This analysis includes determining not just which functions and FTE might move to the BRC and other new units, but what functions will remain with the department and how to staff them. We expect this process to take several more weeks.
Updated 6/08
Under what conditions will I have to apply for my job or a new job?
If the kind of work you do is also performed by a number of others throughout OP and is being consolidated, or if your unit is reorganizing, your position may be impacted and you may need to apply for one of the new positions – see your supervisor to find out. Contact Human Resources (HR) if you have questions about posted jobs.
Who will be making hiring/staffing decisions?
Division leaders, in consultation with UCOP leadership and HR.
What happens if I don't get a position that I apply for?
UCOP HR is offering a variety of services to help employees look for and transition to a new job, both within and outside of OP. If you apply for one of the new OP positions and are not selected, UCOP HR can help you assess your options. More information about these services is available at http://hrop.ucop.edu/
What exactly are "seniority rights" and how do they work?
If there are layoffs, our labor agreements and UC policy dictate that represented employees and PSS employees be laid off in order of inverse seniority. If an employee in a represented or PSS position with more seniority than other employees in the same title code and layoff unit is identified for layoff, that employee has the right to take the position being held by the least senior employee in the same job title and layoff unit provided the more senior employee is qualified to perform the duties of the least senior position. Employees in MSP and SMG positions do not have seniority rights.
Am I able to apply for an open job outside my current unit?
Yes. If you see a job in another unit that interests you and that you think matches with your skills, you are welcome to apply for it.
Will I have to compete against outside (non-OP) candidates if I apply for a new job?
Initially, new positions will be open only to OP employees. If there are no or not enough internal OP candidates that are qualified for the new position, then the recruitment will be opened up to external candidates.
How do I know if I should apply for a new job opening when I'm uncertain about the future of my current position?
If you are interested in a job, apply for it. It is better to put yourself out there and keep your options open than to wait.
It has been a while since I've had to apply for a job. Can I get some help in preparing?
Yes. HR is offering a variety of services to help employees with resume writing, interviewing skills, and other related needs. More information about these services is available at http://hrop.ucop.edu/
What happens if a significant number of people leave my unit, but I don't – will workload be adjusted so that remaining staff aren't saddled with the work of several people?
UCOP leadership and unit leaders are very sensitive to this issue and are watching it carefully. If a particular area loses a significant number of staff, because of the Voluntary Separation Program, consolidation, reorganization, or some other reason, and if the reorganization calls for it, new staff will be hired to "backfill" the gap created by the significant loss of staff. Otherwise, the workload will be adjusted.
How does the integration of the UCOP Human Resources office into UCSF impact job openings, etc.?
It won't impact them. The UCOP Human Resources office will continue to be responsible for this work.
As a supervisor, what can I tell my staff about how to prepare when I don't have information about the future organization?
Encourage your staff to prepare for the possibility of job changes by taking advantage of the resources available through UCOP Human Resources; making an effort to stay informed about the many changes being announced each week; and applying for open positions for which they are qualified.
I believe the UCOP jobs page is universally available to the campuses and public, and believe the new jobs being created as part of the restructuring effort are being offered first to OP employees. Is there another site dedicated to the release of OP jobs to OP employees or are all OP jobs posted to the public site?
Most new jobs as a result of reorganization or restructuring are being posted first for OP employees. All job openings will be posted on the UCOP jobs website. The job listings are publicly available, and each job listing indicates if the recruitment is limited to OP employees or University employees.
In the consolidation of the communications units, will a new layoff unit be created from the merged units? If so, what is the timing of that? My understanding is that bumping can occur only within the same classification within the same layoff unit. But I'm not clear on when or if a new layoff unit would be created and how that will affect seniority rights.
Currently UCOP communications functions are being performed in more than one department and layoff unit. The timing of the creation of the new communications unit is yet to be determined. The exercise of seniority rights by employees would only apply to their current layoff unit and not to a newly created unit. If there are layoffs, our labor agreements and UC policy dictate that represented employees and PSS employees be laid off in order of inverse seniority. Employees in MSP and SMG positions do not have seniority rights.
Updated 4/08
Last year, the Regents directed UCOP to reduce its budget by 10%. At what point was that number increased to 20%, and why?
The Regents did not establish a particular percentage target for budget reductions. They did direct UCOP to identify administrative efficiencies that would lead to budget reductions as the UCOP budget proposal was developed.
When the new budget process was implemented in September 2007, all units directly reporting to the President were asked to submit budget proposals reducing their budgets and FTEs by 10%. As the budget process progressed, the restructuring initiative was also moving forward. Provost Hume subsequently directed that the recommendations from the January OP Roles Working Group report begin to be reflected in the UCOP budget proposal being developed for 2008-09. That included beginning to determine which activities at UCOP would be more appropriately based at a campus or another location.
As a result, 20% in total reductions were identified in the proposed budget — roughly half achieved by cutting budgets and positions within UCOP, and the other half by moving certain academic and public service programs out of the UCOP organizational structure. With the program transfers, the associated money will follow each program to its new home; it is a reduction from OP's books, not a reduction to the program itself.
Why transfer programs if there is no overall budget savings? Because restructuring UCOP is not just about saving money – the overall goal is to achieve a more rational, strategically oriented organizational structure. One of the central themes of the OP Roles report was that UCOP has simply taken on too many responsibilities over the years, without any real scrutiny of why we were doing it or whether it was the best use of our time. The restructuring process we are in now allows us to take a hard look at what we could and should continue to do, and to focus our work where we can provide greatest value to the president and to the system in supporting its long-term priorities.
What is the number of UCOP positions that will be eliminated in the restructuring?
As was mentioned at the March town hall meetings, because of the vacancy control process and the Voluntary Separation Program, the number of layoffs associated with the current budget cuts and the IT desktop consolidation has been kept to less than two dozen. We do not know how many more positions may be eliminated before the entire UCOP restructuring is completed, but additional reductions are likely. As Provost Hume and EVP Lapp have said throughout this process, UCOP is committed to minimizing layoffs, and where layoffs are unavoidable, to giving impacted staff as much notice and support as possible.
It's also important to note that the organizational changes being considered at UCOP extend through every level, including senior leadership. The goal is not to reach a predetermined number, but rather to look at our structure as a whole and figure out what makes sense if UCOP is going to provide the best possible service it can to the system.
What is the timetable for completing the restructuring at UCOP, and who will develop and approve the final decisions on restructuring?
UCOP functions will continue to be redefined, reorganized and in some cases relocated over the course of the next year, with much of the work expected to be completed by March 2009. A number of working groups involving staff and departmental leadership are developing recommendations over the coming weeks and months that will help determine the future structure of UCOP. President-designate Mark Yudof has taken a firm interest in this subject and will participate in decision-making on the future stages of restructuring, in close consultation with senior leadership at UCOP and across the system.
When will the hiring freeze be over? If no date is fixed yet, what are the activities and target dates related to opening up the HR process again?
The vacancy control program that is in place will continue until the restructuring of UCOP is complete. This approach is not the same as a freeze on all hiring; vacancy control means that each new position or replacement hire will be carefully reviewed in light of our restructuring goals and the critical work that must continue to be done at UCOP. Positions that serve these needs have and will continue to be approved for recruitment. Department heads who have critical positions that need to be reviewed should consult with HR and with Provost Hume and EVP Lapp for approval.
Does UCOP still plan on filling the VP CFO position? And if so, to whom will it report?
Action on the Chief Financial Officer position is pending consultation with president-designate Mark Yudof.
As we move forward, would it be possible to provide these two options: extend the VSP Program / internal hiring preferences to campuses?
At present, UCOP is not contemplating extending the Voluntary Separation Program. We do have a reciprocal hiring preference with the Berkeley campus; official hiring preferences with other UC campuses are subject to bargaining and policy modification. UCOP Human Resources will certainly be willing to contact other campuses to explore alternative opportunities for our employees, but those campuses also have obligations to their own employees in light of potential layoffs and budget reductions.
What are the possibilities of a "golden handshake" or an early retirement incentive?
At present, UCOP is not contemplating any early retirement incentive or program. The Voluntary Separation Program was offered to provide severance for those employees who have chosen to pursue other opportunities outside of UCOP.
The UCOP restructuring effort is too narrowly focused. Saving money and increasing efficiency at the systemwide administrative level is both laudable and overdue. It should not be done, however, without careful examination of what services are necessary and how can they be most efficiently provided. Do you think that restructuring decisions in the Office of the President should be made without regard to the value, rather than the nature, of the services being provided? If non-monetary considerations are worthy of examination, what steps will you take to assure the University's stakeholders that essential services will continue to be provided in the most efficient manner possible?
The reviews currently being undertaken of UCOP's systemwide support services do not disregard the value of the services being provided. Quite the contrary: the reviews are designed to ask hard questions about why and how we provide a particular service here; if the answers clearly establish the value of UCOP's involvement and leadership, then those services should remain part of what we provide to the system. And as you note, for those services we continue to provide, it is just as important that we provide them in the most efficient manner possible. In many cases, involving our stakeholders more directly in the outcomes and provision of these services – whether through new governing boards or better accountability practices – will help us meet this goal.
In every message relating to layoffs and the like, you are careful to point out that the Regents' offices are exempt — but you never say why. Why? Surely they are just as in need of efficiency and restructuring as other units. Surely, having existed in the same building and the same culture for decades, they are just as guilty of mismanagement and redundancy, etc., as the units they have been working beside. Please explain this omission.
The reality is that the federal Sarbanes-Oxley Act and other reforms enacted in the wake of the Enron and World Com corporate governing board and accounting scandals have had a clear impact on public governing boards as well. It is requiring these boards to make critical new investments in infrastructure and personnel to support their ability to perform their fiduciary responsibilities. This is not to say that the Regents' offices shouldn't be held to the same efficiency standards as the rest of the Office of the President; indeed, many individual Regents made that point at the board's March meeting and requested that budget targets for these offices be identified. Regent Russell Gould, in his capacities as board co-chair and chairman of the Finance Committee, has reviewed these offices' budget requests for 2008-09 and imposed significant controls, even in offices which were assigned new functions in the last year.
Why outsource the day-to-day transactional work of the UCRP retirement benefits plan? Employees would not receive the same level of service from a third-party administrator. This is evident by the lackluster value of the current Fidelity offered retirement courses held on campus. They now lack the substance and detail of earlier days when campus HR employees with a vested interest and knowledge of the plan taught the classes. … We (UCRP staff) are not affected by the state budget (we are funded by the retirement plan) so why make a change just to make a change?
Both the Monitor Report and the OP Roles Working Group Report conclude that UCOP needs to focus on less transactional work. These reports do not suggest that our employees are not doing a good job administering the retirement plan. They are saying that HR&B can better serve the president by focusing on other HR functions and that the transactional work takes resources and energy away from those other HR functions. With these recommendations in mind, a Request for Proposal for administration of the UC Retirement Plan will be issued in April. In her comments at the March town hall meetings, EVP Lapp said there is no preconceived notion of whether a vendor will be hired, and no decisions have been made.
UC's decision to hire Fidelity for master record keeping and account services has provided a number of enhancements for UC employees and retirees including access to daily valuation of account balances, faster transaction processing, additional calculators and tools for retirement planning, and more financial education programs with more consistent information. These workshops have been well-received with more than 97% of respondents rating them as excellent or very good.