Department of Medicine RSA Monthly Meeting February … · Department of Medicine RSA Monthly Meeting February ... PPSM staff receive 30 ... proposal approval policies

Department of Medicine RSA Monthly Meeting

February 16, 2012 8:30am – 10:00am, Laurel Heights Room 376

Present: Ross Beard, Alice Chin, Lori Cripps (guest), Hung Dao, Joanne Dang, CM Dutton, Terry Gleason, Shawn Green, Denise Go, Lynn Ha, Nancy Huynh, Venecia Jacobs, Kathy Judd, Vicky Lee, Lily Luu, Annie Mar, Marissa Meyer, Wendy Ng, Eric Ormsby, Peter Padilla, Suzanne Sutton, Susana Szeto, Yvette Villicana, Eric Wu ______________________________________________________________________________ Chart of Accounts Project (COA) We invited Tammy Wallace, new Assistant Controller of Accounting and Reporting in the Controller's Office. She joined UCSF 6 months ago to expand reporting and implement the new COA. Judy Kelso at the last RSA Townhall Meeting had presented a broad overview of the project, including the rationale, design process, and project timeline on January 19th. We asked Tammy to present on how the new COA will affect the daily lives of RFMs during the transition and after implementation. The materials are attached. Highlights include the following:

The new COA will add 8 more chart strings. New program identifiers will help to classify the purpose/objectives of the project such as research, education, etc., while the NCA will continue to be used to classify the expense.

The new Dept ID will function the same as the depcode in terms of identifying who owns which funds but will not serve to provide access. The new environment will be open access to view all funds. Rather, the Dept ID will be used as filtering criteria when running reports. The Control Points are currently determining the Dept IDs and structure for departments.

The new reporting solution to be designed will enable programmatic financial management. (We will invite Lori Cripps, Assistant Controller of Financial Reporting to present at a future meeting.)

The fund will be used to classify the type of dollars across the Campus. For example, all federally sponsored contracts will share the same fund.

The Medical Center will be converting to PeopleSoft and will be on the same system. There are discussions about how interface the Campus with the Medical Center.

Lay Offs Policies and Procedures for Staff and Non-‐Faculty Academics Katy Rau, Assistant Director of HR and Jane Ta, Academic HR Manager from the Department of Medicine were invited to present on the internal policies and procedures for layoffs so that RFMs can appropriately advise PIs when managing their portfolio and coordinate with division administrators appropriately. Please refer to the attached materials. Highlights include the following:

Non-‐faculty academics can be appointed with less than a 12-‐month appointment and the start date can be "off-‐cycle" from the academic year.

For staff lay offs, PIs need to allow a 3-‐6 month timeline to enable HR to review/implement the layoff. CUE employees require an average of 4-‐6 months, but can take closer to 6 months depending on the seniority of the individual and the review process mandated by the contract. Once an employee has been issued a layoff notification, they generally have a choice between severance and preferential rehire/recall. Some contracts have reduced severance in addition to preferential rehire/recall. Please consult with your HR Generalist and appropriate contracts for this information. Severance is equal to one week for every full year of University Service accrued but 16 years of service is usually the most used to calculate the severance provided, barring specific contracts.

o HR can provide the analyst an estimate of the amount of severance, which is usually charged to the individual's current funding sources. The analyst would need to indicate the proper funds allocation since federal awards can be charged for these expenses.

o Outplacement costs ($810 for PSS employees and $4K for MSP employees) are obligatory expenses charged to the division (non-‐federal funds) regardless of whether the employee chooses preferential rehire or severance.

Do not notify the employee about layoff plans until the proposed is approved by Labor Relations. The notification period is based on the applicable contract, which is the day that the individual receives the official layoff letter. For example, CUE and UPTE employees must receive 60 days notification. PPSM staff receive 30 days.

Non-‐faculty academics don't receive severance. PIs need to allow 3 months for process from beginning to end to be complete.

Announcements and Updates

RMS is still recruiting for a Team Manager for Team F. There are two candidates currently under consideration.

Revised changes to proposal approval policies and procedures were released by C&G on February 9th through the listserve. Effective February 1st, departmental signature on non-‐competing continuations and sponsor correspondence such as 1st time NCE, CF, rebudgeting and project mods are no longer required. Dean's signature is no longer required for transfer/relinquishments, fund advance requests except those for City and State agreements, and PI Status Waivers.

Upcoming RSA Meetings March 15, 2012 from 8:30-‐10:00 am in LH 376 (Lily Luu and Eric Ormsby) April 19, 2012 from 8:30-‐10:00 am in LH 376 (Kathy Judd) May 17, 2012 from 8:30-‐10:00 am in LH 376 (Wendy Ng) Staff Retreat on June 21, 2012 from 8:30-‐4:00 pm in TBD

1

February 16, 2012

Chart of Accounts:Overview DOM RFM

Agenda

WelcomeBenefits of New Chart of AccountsProject TeamTimelineNew Chart of Accounts Overview of Reporting Strategy Takeaway’s/Questions

2

Benefits of New COA Design

Common understanding and consistent usage of chartstrings & values Same definition campus‐wide Elimination of redundant values

Timely, straightforward management reporting Uniform and consistent Report at all levels: award, division, department, control

points, campus‐wide PI portfolio management

3

Benefits of New COA Design

New Dept ID chartfield defines department responsibility

Direct association of financial activity with a department Eliminates confusion of Fund and DPA ownership Dept ID chartfield can drive workflow

Less costly Can replace things currently done in shadow systems Eliminates re‐closing and re‐reconciling work caused by

timing errors between AFP and PeopleSoft Reduces overhead to update and maintain chartfields

4

Project Team

5

SponsorJohn Ellis,

AVC & Controller

Control Points

Functional LeaderTammy Wallace,

Assistant ControllerAccounting & Reporting

Central Finance Functional Owners

1. General Accounting, EMF, Payroll, etc.

2. Budget Office

Department IT Programmer/

AnalystsSystem Functional

Analysts

Change MgmtInterim:

Judy Kelso

1. Analyst Tony Prevedello

2. AnalystJohn Brown 3. Analyst

TBD

Steering Committee

SOM/SOD/SON/SOP/EVCP/FAS/

Development Office

Analysts Group

Project ManagerPenny Pan

Financial, PPS, and Mainframe System

ProgrammersConversion Team

Systems Team Lead

Nancy He

Roles and Responsibilities

6

Control Points

Provide organizational support & leadership Approve chartfield design & mapping Communicate with their CP managers Develop strategy for change management

and implementation Give project guidance & support

Manage control point analyst input Manage control point area IT changes Sign off on all department system and

interface changes Remove roadblocks that interfere with

project success

% Time:As neededDesign: MediumBuild Out: LowConversion: LowRoll Out: Medium


7

Control Point Analysts Group

Develop design for Department ID/Flex Field Assist with design for other chartfields Ensure design for all chartfields work in their

Control Point area Validate design Assign values within rules that are provided Map old to new

Report and communicate directly to Control Points/Steering Committee Obtain sign‐off for chartfields

Facilitate communication and serve as “Go to” person for their Control Points area

Assist with training and roll out

% Time:As neededDesign: MediumBuild Out: LowConversion: MediumRoll Out: High


8

Central Finance Functional Owners

Conduct impact analysis of COA change Evaluate business processes and redesign as

needed Inventory, analyze, and redesign reports

Assign resources to assist COA team Facilitate system changes

(EMF:RAS & ERS, Payroll:OLPPS, AP:BearBuy, etc.) Sign off on design changes Assist with conversion and testing

Identify customers and administer related change management

% Time:As neededDesign: LowBuild Out: Medium Conversion: Medium Roll Out: High


9

Department IT Programmer/Analysts

Develop conversion and system fixes Utilize conversion tools and lists provided by

project team to map and program systems for new chart of accounts

Test their systems and interfaces Report and communicate directly to Control

Points Obtain sign off on all system and interface

changes

% Time:As neededDesign: LowBuild Out: HighConversion: HighRoll Out: Low

Timeline

10

July 1, 2013

Pha

ses 2011 2012 2013

Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Q1 Q2

Des

ign Project Team

Complete Chartfield Detail Design

Develop COA Mapping/Conversion Tables

Build Out

Create Environments

Convert Oracle and Mainframe Systems

Maintain COA Crosswalk and Conversion Tables

Design and Develop Reports

Design Security

Conv

ersion

Convert and Verify Data

Convert Department Systems and Interfaces

Convert UCOP Interfaces

Query Conversion

Testing

Roll O

ut

Training Development

Training

Documentation & Policies

Help Desk

Communication

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CrosswalkCurrent

Account Flex FieldBud PerFund Project

Proj IDNCA DPA Prog CdFund Fund Yr

ProgramDept ID

DepCode

Bus Unit

Bus Unit

Same concept

Similar to existing NCA structure but

more streamlined and with a better

breakdown between assets,

liabilities & fund balance

Fund in the new Chart of Accounts is

most comparable to UCOP’s Fund Group Code which is used to group funds in the same

category (e.g., gifts , federal grants, private contracts, etc.

Similar to existing DepCode

structure used by WebLinks; it identifies org unit involved in transaction or responsible for

resource; Current DPA carries a

department (DepCode) attribute

Similar to current for sponsored

research but will also include

capital projects and potentially other specific

campus projects; in current GL, Project ID is

hidden for data entry and reporting

Same as current

Program Code; for department

use only

Same as the current DPA “Function”

attribute plus Patient Care

Same as current

Fund Year

New

12

Crosswalk ‐ ProgramCurrent



ProgramDept ID

DepCode

Bus Unit

Bus Unit

Same concept

















Same as current


use only



Same as current

Fund Year

New

13

Program

Benefits

Provides visibility on function for more accurate charging of expenditures (e.g., Instruction/Research, Public Service, Patient Care, etc.)

Provides management reporting flexibility for school to report by mission

Used in reporting to UC Office of the President

PURPOSE: Captures broad functional areas of activity and allows reporting by mission (NACUBO mandated for university comparisons).

14

Program CodesCODE DESCRIPTION 40 Instruction & Departmental Research 41 Summer Sessions 42 Medical Centers, Teaching Hospitals 43 Academic Support 44 Organized & Sponsored Research 45 Clinical Operations (Patient Care) 60 Libraries 62 Public service 64 Operation & Maintenance of Plant 68 Student Services 72 Institutional Support & General Admin. 76 Auxiliary Enterprises 78 Student Financial Aid 80 Provisions for Allocation

15

Crosswalk ‐ AccountCurrent



ProgramDept ID

DepCode

Bus Unit

Bus Unit

Same concept

















Same as current


use only



Same as current

Fund Year

New

16

Account Overview

Significant changes Numbering convention will aid in identification

ACCOUNT RANGE CLASSIFICATION 10000‐19999 Assets 20000‐29999 Liabilities 30000‐39999 Equity 40000‐49999 Revenues 50000‐59999 Expenses

Reduction in number of accounts

Trees will be used for rollup and grouping in reporting and budgeting

No more department ownership

PURPOSE: Characterizes the nature of a financial transaction.

17

NCA Groupings for Analysis

4,439

All NCA's

1,011

NCA's for Department Analysis

Submitted for Analyst Review

To Be Removed Unless Informed Otherwise

33

NCA’s With Active Stop

Codes

1,799

NCA’s With Minimal Activity

2+ Years

290

FoundationNCA's

490

Medical Center NCA's

336

Equity NCA's

480

Asset & Liability NCA's

*Business Unit –Specific Review Needed

*Balance Sheet NCA’s –Analysis with UCOP Reporting

*A straw model for this population of NCAs will be presented to the Analysts for review at a later date.

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Account Analysis GoalsGOAL: Eliminate accounts with attributes that reside on

other chartfields Account should be exclusive of properties found on other chartfields. Examples of accounts that appear to have attributes of other

chartfields: NCA DESCRIPTON

300201 APPLICATION FOR ADMISSION‐SOM300202 APPLICATION FOR ADMISSION‐SOP300203 APPLICATION FOR ADMISSION‐SOD319999 MISCELLANEOUS INCOME‐HOSPITAL340017 S/M DEAN'S OFFC PRO FEE ASSESS360017 S/M‐DEAN'S OFFC PROFEE ASSESS369998 MISC INCOME‐MED CENTER369999 MISC INCOME‐S&S OTHER SOURCES370999 MISC INCOME‐MILLBERRY UN PROGM371999 MISC INCOME‐M U BOOKSTORE OPER434066 DOM CLINICAL COMPLIANCE

19

Crosswalk – Dept IDCurrent



ProgramDept ID

DepCode

Bus Unit

Bus Unit

Same concept

















Same as current


use only



Same as current

Fund Year

New

Dept ID

ConceptDiscussion of Current Structure

Background on DepCode Background on DPA

Dept ID Structure

20

21

Dept ID is single‐use: Cost Center A distinctly identifiable department, division, or unit of an

organization whose managers are responsible for all its associated costs and for ensuring adherence to its budgets

Dept ID Trees will be used for rollup and grouping in

reporting and budgetingShould mimic the way you manage your business

What is the departmental/divisional breakdown of how you manage? Design should aid in tracking, reporting, and accountability Not necessarily the human resources structure

Not intended to restrict reporting (access to information)

Dept ID

22

Current Structure: DepCode

What is DepCode? DepCode means “Department Code” DepCode resides in the AFP mainframe system A randomly assigned, six‐digit code

How is DepCode used? Identifies the organizational structure Maintain departmental roles and responsibilities As the home department for payroll Track ownership of assets Allow access to on‐line systems

23


Graphical representation of DepCode from Weblinks

24


Problem #1: DepCode has multiple uses

DepCode is used by unrelated systems Payroll, to track Home and Alternate department

Expense postings use Fund‐DPA combination ID Cards, for controlling building access

DepCode is used for unrelated tasks Identify the organizational structure Maintain departmental roles and responsibilities Track assets Allow access to on‐line systems

Financial System Architecture ‐ Current

25

Financial System Architecture ‐New

26

27


Problem #2: DepCode is not a Chartfield

DepCode is only an attribute of other chartfields NCA DPA Fund Program Code

Example If a Fund and DPA combination in a given transaction don’t have the

same DepCode then multiple DepCodes can own the transaction.

Result Reporting results are inconsistent when a transaction contains

chartfields that have differing DepCodes.

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Problem #3: DepCode Tree Structure is Ambiguous

4 types to describe 7 possible levels Campus (Top level with only 1 value, “Chancellor”) Control Point (2nd level) Department (3rd and lower levels) Division (3rd and lower levels)

No enforced symmetry across Control Points School of Nursing uses only two levels SOM & FAS have up to six levels

No designated posting level

29

Current Structure: DPA

What is DPA? DPA means Departmental Account DPA is a chartfield in the current COA structure DPA is a 6 digit code that originally carried built‐in intelligence

1st two digits were Function (e.g., 40 = Instruction) 2nd two digits were School (e.g., 49 = School of Medicine) Last two digits were Department (e.g., Department of Medicine)

How is DPA used? Track Mission, Project, PI activity and/or Department Generate UCOP and other reporting needs Control access to information

30


DPAs used within a single Department to track Mission

DepCode #272662 (Anesthesia/Perioperative Care)

DPA NAME MISSION

405011 S/M‐Anesthesia‐Education Instruction

435263 S/M‐Anesthesia‐Clinical Patient Care

435264 S/M‐Anesthesia‐Faculty Affairs Public Service

435265 S/M‐Anesthesia‐Multiple Academic Support

444807 S/M‐Anesthesia‐Research Research

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Various other uses of DPA

DPA NAME USE

404515 S/M Reichardt Discretionary Fund PI Portfolio

558655 CTSI‐CTST/Online Learning Cost Shr Department

435279 S/M‐Dean‘s Off‐ISU Salesforce.Com Flexfield?

32


DPA has multiple uses, leading to a proliferation of codes in order to address… Mission (to be handled by the new Program chartfield) Department (to be handled by the new Dept ID chartfield) Project (to be handled by the new Project chartfield or Flex Field) PI Activity (an attribute within Project) Security (restrict access to reporting)

One of the original goals of the new Chart of Accounts is for each chartfield to have only one purpose Provide consistent reporting Eliminate redundancy

There are more than 16,000 active DPAs today

33

Dept ID

Business Unit

Control Point

Department, Center, ORU

Division

Sub‐division1

Sub‐division2

Unit (leaf/posting level)

Tree Structure – Proposed 6 Levels:

Level 0

Level 1

Level 6

Level 2

Level 3

Level 4

Level 5

Level 2Department or Discipline that directly reports to a Control Point (e.g. Dept of Medicine, Cancer Center, ORU [Organized Research Unit])

Dept ID Tree Levels

34

Control Point

Level 1

Level 2


Dept ID Tree Levels

35


Level 2

Division

Level 3

Dept ID Tree Levels

36

Level 3

Division

Level 4

Sub‐division

37

Dept ID Goals

Review the organizational structure by Control Point Top Down/Cost Center focus Refine and reduce the number of Departments

2,378 DepCodes 16,466 active DPAs

Define Tree Structure Levels and their names

Determine the final leaf/posting entitiesDecide on Dept ID naming/numbering convention

38

Dept ID Goals

Review the organizational structure by Control Point Meet with constituents (managers, directors, etc.) for input Development of Dept ID should not be a task done in a silo

Build consensus Obtain feedback Gain buy‐in This is crucial to change management

Dept ID Sample Mapping (preliminary)

39

Level 2 – Department Level 3 – Division/site (hybrid)

SCHOOL OF MEDICINE

40

Crosswalk – Fund & Project

Current



ProgramDept ID

DepCode

Bus Unit

Bus Unit

New

Project is already being used in the current chart of accounts.The field is automatically populated by a combination of DPA/Fund/Fund

Year and is hidden for data entry and reporting.

In the new COA, the use of the Project field may be expanded beyond Sponsored and Capital projects to include other significant endeavors.

FundResources for various purposes are classified for

accounting and reporting purposes in accordance with activities or objectives as specified by:

Donors Restrictions In accordance with regulations In accordance with directions issued by the governing board Limitations imposed by sources outside the institution Necessitates unique labeling in order to track and control its use

COA is moving to consolidation and shared use of UCOP fund group codes in COA unless it meets definition above UCSF uses approximately 73 UCOP Fund Group Codes, used for summarized

roll‐up as required for UCOP reporting. Fund group codes will become new funds, shared among Dept ID’s No departmental specific unrestricted internally‐designated funds

41

Fund

Funds are classified into major groupings:Current

Funds that are used for the current operations of the University

EndowmentPlant

Funds that account for the acquisition, construction and maintenance of UCSF’s property, plant, and equipment

Loan Designates both federal loan programs and internally designated

programs

Agency Funds not belonging to UCSF

UC Retirement System

42

Strategy for Fund Analysis Perform review of UCOP reporting requirements

Use other chartfields for internally‐designated “buckets” Use Project Chartfield to track restricted activities

Example: Fund: Federal Grants and Contracts Project: NIH Cardiology Study

Expectations Simplified fund structure Large reduction in the number of Funds

43

Funds by Type

44

Current; 3,389

Plant; 385

Loan; 243Agency; 94

UCRS; 1

Endowment; 587

Endowment Income; 1,234

Federal Gvmt Grants & Contracts; 1,817

State Grants & Contracts; 128

Local Gvmt Grants & Contracts; 58Unrestricted Gifts; 2,375

Restricted Gifts and Grants; 7,021

Private Restricted Contracts; 1,261

Clinical Drug Trials; 515

13,175: Current funds, Project chartfield

3,389: Current funds, requires analysis

723: Plant, Loan, Agency and UCRS Fund types likely to remain; consolidation possible

KEY

1,821: Endowment, discussions to follow

19,108: Total funds

Current Funds for Analysis

45

10

23

45

159

184

194

1,355

1,419

Balancing

199xx

State Appropriations

Reserves

Student Tuition & Fees

Reserves For Renewal &Replacement

Other Sources

Sales & Service

‐ 500 1,000 1,500

Current; 3,389

Current funds, requires analysis

Below is a breakdown Current Funds, by type, requiring further analysis:


46

10

23

45

159

184

194

1,355

1,419

Balancing

199xx


Reserves



Other Sources

Sales & Service

‐ 500 1,000 1,500

Current; 3,389



Current Funds: Sales & Service

47

Auxiliary Enterprises; 50

Dental Clinic; 18 Dental Compensation

Plan; 15

Medical Center; 37

Medical Compensation Plan;

255

NPH; 14

Other; 1,030

Below is a breakdown of 1,419 “Sales and Service” Funds, requiring further analysis:

Current Funds: Sales & Service – Other

48

Other; 1,030

443567889111112131822233336547187

153

0 100 200 300 400 500

MiscellaneousHealth

Comp PlanClinic

ConsultingResearch

AccountingConference/Symposium

LPPIHealth Policy Studies

DiscretionaryVeteran'sPediatricClinical

Stop Code FundDean's Office

NeurologyRadiology

SFGHRecharge

Below is a breakdown of “Sales and Services –Other” Funds, by type:


49

10

23

45

159

184

194

1,355

1,419

Balancing

199xx


Reserves



Other Sources

Sales & Service

‐ 500 1,000 1,500

Current; 3,389



Current Funds: Other Sources

50

Fed Contracts/Grants (Off‐The‐Top); 1

Fndn‐Other; 2

Plant Service; 3 Fed Contract & Grants Overhead; 4 Deferred

Maintenance; 6

Service Enterprises; 21

Other; 1,318

Below is a breakdown of 1,355 “Other Sources” Funds, by type:

Current Funds: Other Sources ‐Other

51

Other; 1,318

541101112131414141414151616183038596372

334

0 100 200 300 400 500 600

MiscellaneousClinic

ReserveHealth Policy Studies

Dean's OfficeAccounting

Conference/SymposiumLPPI

ResearchVeteran's

Human ResourcesClinical

NeurologyAgreement

Clinical Trial BalanceRadiologyConsultingFundraising

SFGHRecharge

Below is a breakdown of “Other Sources –Other” Funds, by type:

52

Possible Scenario

Pro Fee

Conference

Start‐up

Agreements

Clinical

Consulting

Today’s Chart of Accounts: Balances Reside in Fund

Funds managed in conjunction with DPA

Scenario for New Chart of Accounts: Balances reside in the Department, and could be allocated to Flex Field or Project

Current Fund

Radiology

DeptID Flex Field or Project

Recharge

Pediatrics

Neurology

OB/GYN

Pro Fee

Conference

Start‐up

Agreements

Clinical

Consulting

Recharge

Current Funds

Current Fund Strategy

1. Determine fund materiality for elimination Certain funds below a dollar amount may not need conversion

strategy

2. If fund is material, determine if the fund is a Cost Center If YES…it should use a Dept ID

Is it already accounted for in your Dept ID structure? Reference DepCode ownership – provided on spreadsheet to analyst group If not, consider adding, and consider what level it belongs in the tree.

If NO…is it a Project or Flex field? Document a general “Type”, if possible, that describes the entity

If project field is utilized, “Types” will be set up as attribute in project table, and each project will need to fit into pre‐determined types or classes.

COA team will review design after submission on February 28th to finalize project “types”. This will provide consistency among units.

If fund is not a Dept ID and does not fit into project “types”, then the Flex field will be used.

53

Project

A Project assists in tracking a discrete set of activities

Each Project must carry a Project Category/Type attribute Project Types are pre‐defined Project Types must be mutually exclusive with one another Project Type proposals should be brought to COA team with initial

draft design on February 28th

Typical characteristics of a Project Generally, has a lifespan Unique identity not captured by other chartfields

54

Project

55

PI Portfolio reporting

FUND PROJECT PI ATTRIBUTE

Private Gift, Grant, Contract Univ of Tx Cancer study Dr. Smith

Federal Grant, Contract NIH Throat Cancer study Dr. Smith

Current Fund Dr. Smith's Research Dr. Smith

The PI attribute on the Project chartfield enables portfolio reporting.

A generic PI project is illustrated research not funded by a contract or grant.

Project/Flex field

Identify “Project Types” or classes of projects: Sponsored research (Contracts and Grants) Clinical drug trials Capital projects PI activity ITS (FAS) PMO (FAS) Affiliation Agreements (LPPI) Recruitment/Startup Gifts

Gifts Gifts – Cost Sharing? Gifts – Recruitment/Start‐up?

When project is not mutually exclusive or does not fall within a “type”, flexfield is utilized

56

Project “Types” (preliminary SOM)

Project “type” classifies a group of activities beyond the UCOP fund group – some proposed SOM project types:

57

Fund Project “type”

S&S‐educational, clinical practice Operating (i.e.,Clinical professional fees)

S&S‐educational, clinical practice MC purchased service

S&S‐educational, clinical practice MC strategic support

S&S‐educational, clinical practice Affiliated hospital agreements

S&S‐educational, med comp plan Operating(i.e., Pre‐clinical professional fees)

S&S‐educational, med comp plan Faculty discretionary

S&S‐educational, med comp plan Faculty recruitment

S&S‐educational, other Operating (i.e., fee for service/contracts)

S&S‐educational, other Recharges

S&S‐educational, other Clinical trial residuals

S&S‐educational, other Overdraft clearing

S&S‐educational, other Program income

58

Crosswalk ‐ FlexfieldCurrent



ProgramDept ID

DepCode

Bus Unit

Bus Unit

Same concept

















Same as current


use only



Same as current

Fund Year

New

Flex Field

Flex Field is a chartfield for use by the Departments

Provides the ability to track activities important to a department beyond the standard fields

Similar to the Program Code field used today but not multi‐use Not used for cost‐sharing Not used UCOP transaction codes

59

Take‐Away’s

Provide feedback Importance of understanding utilization of the chart of accounts at

different levels within the organization

Importance of change management strategy “Why are we changing?” Campus will be looking for direction Broad levels of background and understanding

60

Questions and feedback regarding this presentation, contact:[email protected]

COA Website: http://controller.ucsf.edu/coa/

Questions and Feedback

61

LAYOFF/REDUCTION IN TIME REQUEST FORM

DATE SUBMITTED PROPOSED EFFECTIVE DATE

EMPLOYEE NAME CLASSIFICATION DATE OF HIRE GENDER ETHNIC CODE DEPARTMENT

SUPERVISOR APPOINTMENT PERCENTAGE DATE OF LAST PERF EVAL FUNDING SOURCE(S)

REASON FOR LAYOFF/RIT LACK OF FUNDING LACK OF WORK REORGANIZATION ORGANIZATIONAL CHART ATTACHED YES NO CAREER VACANCIES WITHIN DEPT IN TARGETED CLASSIFICATION YES NO TARGETED EMPLOYEE QUALIFIED FOR OPEN POSITIONS YES NO N/A TARGETED EMPLOYEE QUALIFIED FOR AVAILABLE LIMITED APPTS YES NO N/A COMMENTS:

On University letterhead…

May 10, 2006

To: Kelly Sheridan Labor & Employee Relations Box 1795

Re: [Employee X] layoff

This memo is to request layoff for [Employee X] who is currently working on [Study X] as [Classification / Title Code] in [Division name] for the Department of Medicine. Due to lack of funding, as of [proposed effective date – September 1, 2006], we will no longer be able employ [Employee X] on this project. (Please provide detailed information as to what is happening to the funding or work that is resulting in the elimination of this position).

Sincerely,

__________________________ Division Administrator’s signature Title Box # Phone # Division name I concur,

__________________________

Maye Chrisman Associate Chair for Finance & Administration Department of Medicine

Business Plan Template

Business Reason

The Department of [NAME] requests the indefinite layoff of [NAME], [TITLE], due to reorganization of services. The reason for the layoff is [EXPLAIN REASON, e.g.: "The move has prompted a change in the level of services required to support faculty and their laboratories once at Mission Bay. Currently, [TITLE] provides support to the Department Staff. An organizational chart of can be found in Appendix A."

As a result of the interdepartmental organization structure departments will share support staff amongst departments [DETAILED EXPLANATION]. A layout of the floor plans can be found in Appendix B.

Future Plans

The Department has no other plans for organizational changes that may affect employees and possibly result in layoffs or reductions in time.

Current Efforts to Find Other Work/Funding

The Department [NAME] is currently reviewing other funding sources on the campus in an effort to locate additional funding. We are working with [EMPLOYEE NAME] to identify employment opportunities and we will fully participate in assisting the [TITLE] to find other work at UCSF.

Continuation of Tasks Performed by Incumbent

The tasks that were performed by the incumbent in this position will be performed by personnel employed by the Department.

30 percent of the work will be performed by the [CLASSIFICATION] consisting of [DESCRIBE JOB DUTIES] and the remaining portion will be two (2) [CLASSIFICATION] consisting of [DESCRIBE JOB DUTIES].

Other Employees Affected

Other employees are not affected by this layoff. This includes both academic and staff positions

Current Recruitment Activities

The Department of [NAME] is not currently recruiting for vacant positions in the same classification.

The Incumbent's Last Performance Evaluation

[NAME] last performance evaluation is dated 10/01/02. He/she received a "More than Satisfactory" rating. The employee is not experiencing any performance problems.

Limited Positions

There are two (2) Limited positions in the Department. Their names are included in the list of employees in the layoff unit in the [CLASSIFICATION]. Their positions cannot be used to continue Career employment of [NAME] either individually or combined as one is a 20 percent appointment that is expected to end in two months and the other is a 10 percent appointment, which is sporadic.

Appendix A - Pre-Organizational Chart

Appendix B - Post Re-Organization Chart

INTENT TO TERMINATE (MSP Layoffs)

GUIDELINES

Please read through prior to writing letter

This letter is issued in accordance with PPSM 65, Termination of Career Employees—

Managers and Senior Professionals, Salary Grades I through VII, when in management's judgment, the needs or resources of a department are no longer needed.

An employee may be terminated when the department experiences a reduction in funds, a

lack of work, or a reorganization resulting in a lack of work/funds. An employee terminated for reasons other than misconduct shall receive 60 calendar days'

notice of termination or pay in lieu of notice. The 60 calendar days shall be counted from the date of the Notice of Intent to Dismiss.

The employee is entitled to appeal the decision to a higher level of management within a

period of eight (8) calendar days from the date the notice is issued. This period is referred to as the Skelly period.

The reviewing official should be at least "one level up" from the supervisor/manager who

made the decision to terminate and should be one who has the authority to modify or overturn the decision.

The reviewing official should familiarize themselves with the reason for the intended action

and/or any applicable policies. If an employee chooses to respond to the Notice of Intent in person, s/he may be represented

at the meeting. The representative may not be a University employee in a supervisory or managerial position.

Any altered decisions should be reviewed with Labor Relations.

Obtain all University property from employee such as keys, ID card, credit cards, etc. as well

as obtain voice mail password(s) and all computer access information at time of notice. Severance pay in the amount of one month for each completed year of continuous University

service to a maximum of six months severance pay is allowable under the policy except for a situation when an employee is terminated for performance or misconduct. Receipt of severance pay is conditioned upon the employee signing a separation agreement that includes a general release of claims and requires approval from either Campus Counsel or the Office of General Counsel at the Office of the President.

Manager and Senior Professional employees that are terminated in accordance with PPSM 65

when in management's judgment, the needs or resources of a department are no longer needed, shall be provided 12 months of career counseling and outplacement assistance through a vendor selected by the University.

INTENT TO TERMINATE

(do NOT include title) Omit above title for final copy

Print on Department Letterhead

If being mailed to employee, format as letter, using employee’s home mailing address

[Date] To: [Employee Name & Title] From: [Supervisor's Name & Title] RE: Intent to Terminate This letter is to notify you that it is the intent of the University to terminate you from employment as a [title] in the Department of [department] effective [date] due to [lack of work, reduction of funds, or reorganization resulting in a lack of work/funds]. The reason for this action is [state reason(s) as applicable]. You have the right to respond either orally or in writing to [Skelly Official] at [address and phone number] regarding the intended action, within eight (8) calendar days from the date of this letter. If you choose not to respond, either orally or in writing, your dismissal will become effective on the above-referenced date. As a [title], you may be eligible for severance pay in the amount of [#] months of salary [$ amount] upon signing a Separation Agreement and General Release. Please note that the Separation Agreement is contingent upon approval by Campus Legal Counsel in accordance with University policy. Absent the appropriate approval from Campus Legal Counsel, this agreement shall have no force and effect. Furthermore, if the intended action is taken, you will be eligible to receive 12 months of career counseling and outplacement services through a vendor pre-selected by the University. If after your response the intended action is taken, you may have the right to request a review of this action in accordance with the provisions of Policy 70 of the Personnel Polices for Staff Members. Attachment: [Copies of information on which the decision is based, if any] Proof of Service cc: [Skelly Officer] [Supervisor's Supervisor if different from Skelly Officer]

[Labor and Employee Relations Analyst] Employee Personnel File

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