{"id":183854,"date":"2025-11-17T02:50:38","date_gmt":"2025-11-17T01:50:38","guid":{"rendered":"https:\/\/uniavisen.dk\/ku-it-efter-reformen-det-staar-skidt-til-i-supporten\/"},"modified":"2025-12-02T09:09:28","modified_gmt":"2025-12-02T08:09:28","slug":"it-support-hit-hard-by-ucph-administration-shake-up","status":"publish","type":"post","link":"https:\/\/uniavisen.dk\/en\/it-support-hit-hard-by-ucph-administration-shake-up\/","title":{"rendered":"IT support after the reform: Hit hard by administration shake-up"},"content":{"rendered":"

After much controversy, the new administrative structures at the University of Copenhagen (UCPH) took effect in March of 2025. Staff and students have now had six months to adjust to the aftermath.<\/p>\n

In a series of articles on the university’s intranet KUnet, deputy directors of UCPH\u2019s eight corporate units have shared their impressions of the first few months and provided updates on their own administration domains.<\/p>\n

We\u2019re running a parallel series at the University Post. Here we speak with employees and union representatives in the different units.<\/p>\n

Now it\u2019s the turn of the UCPH IT unit.<\/p>\n

\n

Half a year with the new administration<\/p>\n

A series of articles on KUnet features the deputy directors of the University of Copenhagen\u2019s eight central administrative units offering their reflections on the first six months of the new administrative structure.<\/p>\n

At the University Post, we\u2019re publishing a similar series \u2014 but we\u2019re talking to employees and union reps instead.<\/p>\n

This is the fifth instalment. Read earlier instalments here:<\/p>\n

UCPH Education (in Danish)<\/a>
\nUCPH Finance<\/a>
\nUCPH Buildings (in Danish)<\/a>
\nUCPH Communications (in Danish)<\/a><\/p>\n<\/div>\n

Three units doing the same thing?<\/h3>\n

Lennart Amden is an IT specialist in the ‘Platforms and Applications’ unit \u2014 they are the people that make sure that things like, say, meetings in Teams actually work. He hasn\u2019t felt the effects of the reform directly: the systems he handles need to run no matter what label is on the office door, as he puts it.<\/p>\n

But that doesn\u2019t mean he\u2019s not concerned. He\u2019s been at UCPH for 14 years and has been through multiple shuffles of the organisation chart.<\/p>\n

There\u2019s one change he can\u2019t quite make sense of this time: UCPH IT has been divided into seven areas, three of which are called \u2018Digital Solutions\u2019 \u2014 with separate focuses on research, education, and administration.<\/p>\n

This parallel structure could lead to the same issues being solved in different ways across the three tracks, according to the IT specialist. While the digital needs of research, teaching, and administration differ, there\u2019s still overlap, he says:<\/p>\n

\u00bbI\u2019m afraid we\u2019ll end up reinventing the wheel in three different places.\u00ab<\/p>\n

Project manager Claus Grainger, who works in the administration-focused Digital Solutions track, shares his concern.<\/p>\n

\u00bbI\u2019ve actually done tasks in the other two tracks as well, because they couldn\u2019t get their scheduling to work out,\u00ab he says.<\/p>\n

Before the reform, Grainger was part of a central project management unit, which has now been disbanded.<\/p>\n

\u00bbIt worked really well before. You could catch issues before they escalated, and you had an overview of what was going on in other projects.\u00ab<\/p>\n

It\u2019s almost impossible to do project management now<\/p>\n

Claus Grainger, project manager at KU IT<\/p>\n<\/blockquote>\n

That overview is now gone, says Claus Grainger. He agrees that the three separate Digital Solutions tracks make sense \u2014 just not for project managers.<\/p>\n

\u00bbI don\u2019t see why we had to be split up. We could\u2019ve remained a cross-functional resource,\u00ab he says, adding that with over 30 years\u2019 experience, he\u2019s rarely faced worse conditions for doing his job.<\/p>\n

One of his frustrations is that time registration has been scrapped, making proper budget tracking impossible:<\/p>\n

\u00bbIt\u2019s almost hopeless trying to manage a project now,\u00ab he says. \u00bbThey\u2019ve really sabotaged their own work. A lot is lost with the setup that they have chosen.\u00ab<\/p>\n

\u00bbChallenging for project managers\u00ab<\/h3>\n

Programmer S\u00f8ren H\u00f8jbjerg also works in Digital Solutions, but in the education track\u2019s \u2018Integrations and Dataflow\u2019 unit. From his perspective, the risk of duplication hasn\u2019t increased:<\/p>\n

\u00bbOnce an organisation gets past a certain size, there\u2019s always a risk that people will do the same things in parallel,\u00ab he says.<\/p>\n

\u00bbThe question is whether the new setup makes that easier or harder to avoid. Honestly, I think it\u2019s more or less the same.\u00ab<\/p>\n

In general, S\u00f8ren H\u00f8jbjerg doesn\u2019t think UCPH IT has been hit as hard by the reform as some of the other areas.<\/p>\n

\u00bbBut I\u2019m old and have been through so many reorganisations,\u00ab he says. \u00bbSo I just think: Oh well \u2014 they\u2019ve come up with something new. Let them get on with it.\u00ab<\/p>\n

That there is the risk of duplication across the three Digital Solutions tracks is not a major concern of management. On the contrary, the new structure has made it easier to meet UCPH\u2019s many different IT needs, according to the deputy director at UCPH IT Karen Rahbek:<\/p>\n

\u00bbI think it\u2019s helped us better match the specific requirements of researchers, teachers, and the administration. But I fully acknowledge that this is a challenging process for the project managers,\u00ab she says.<\/p>\n

\u00bbAnd I\u2019m aware that several of them disagree with management on this. We\u2019re in ongoing dialogue about this.\u00ab<\/p>\n

As for the scrapped time tracking, Rahbek says she can\u2019t promise an alternative any time soon:<\/p>\n

\u00bbBut I don\u2019t think tracking time is the most important part of project management. The key is making sure the deliverables are actually delivered,\u00ab she says.<\/p>\n

Support unit was hit the hardest<\/h3>\n

Another aspect that is puzzling to both IT expert Lennart Amden and project manager Claus Grainger is what has happened to IT support in the new setup.<\/p>\n

Put simply, support has been split into two \u2014 with one part now outside the UCPH IT in terms of the organisation. They also lost several staff members in the process.<\/p>\n

\u00bbThat\u2019s insane. If there\u2019s one thing I know from project management, it\u2019s that support is the first to feel the heat when something goes wrong in an IT project,\u00ab says Grainger.<\/p>\n

\u00bbThey\u2019re the ones answering the phones when users start calling. But as far as I can tell, the new structure has just made things harder for them.\u00ab<\/p>\n

Raheel Mahmoud, an IT supporter with 14 years experience at UCPH who works on North Campus, can confirm:<\/p>\n

\u00bbAbove all, we are more busy,\u00ab he says.<\/p>\n

There are two reasons, he explains. First, fewer colleagues \u2014 some have quit and haven\u2019t been replaced:<\/p>\n

\u00bbManagers are holding back on reallocating resources right now,\u00ab he says. \u00bbThey keep saying they\u2019ll hire more, but we just have to wait until the reform settles down.\u00ab<\/p>\n

Second, splitting the support team has increased the workload. Now, Service Desk handles phone calls and front desk tasks, while On-Site Support has to handle physical tasks like fixing docking stations.<\/p>\n

He believes this has led to inefficiencies and longer turnaround times:<\/p>\n

Before the reform, I\u2019d just walk over. Now I have to set up a ticket<\/p>\n

Raheel Mahmoud, IT supporter in Service Desk<\/p>\n<\/blockquote>\n

\u00bbIt could be a five-minute task \u2014 setting up a new workstation, for example. Before the reform, I\u2019d just walk over. Now I have to set up a ticket,\u00ab he explains.<\/p>\n

The ticket is then assigned to a colleague in On-Site Support, who is then allowed to walk over.<\/p>\n

\u00bbAnd then it might take half a day before someone is available. I just don\u2019t get why they\u2019ve chosen to do it this way.\u00ab<\/p>\n

READ ALSO:<\/strong> Administration reform: University’s finance staff reveal contrasting journeys<\/em><\/a><\/p>\n

Another issue that support staff mention is the lack of prior warning on work surges. This hasn\u2019t improved since support was removed from UCPH IT, says Raheel Mahmoud.<\/p>\n

He recalls learning about IT system changes only when users called in needing help:<\/p>\n

\u00bbUsers tell us there is now Single Sign-On or multi-factor login for a system. It would\u2019ve been nice to know that ahead of time. Often we\u2019re the last to hear about these things.\u00ab<\/p>\n

No plans to hire more<\/h3>\n

Deputy director Karen Rahbek is aware that support staff don\u2019t always get enough information about things that might trigger a surge in calls:<\/p>\n

\u00bbThis sounds like a familiar issue \u2014 one we also had before the reform,\u00ab she says.<\/p>\n

\u00bbAnd I completely agree it\u2019s something we need to improve on. We\u2019re working on it. Of course support should be kept informed.\u00ab<\/p>\n

However, not all pressure points can be predicted, she adds.<\/p>\n

\u00bbSometimes it\u2019s spontaneous technical problems that cause a surge.\u00ab<\/p>\n

Or it could be Microsoft suddenly enabling two-factor authentication across all its programmes \u2014 something that recently happened \u2014 which UCPH IT cannot control, she notes:<\/p>\n

\u00bbAnd I know support had an extremely busy time because of that. That\u2019s obviously tough. But it had nothing to do with the reform.\u00ab<\/p>\n

Rahbek does not believe more support staff are needed in general:<\/p>\n

\u00bbThe point of the reform was that we saw potential to do things more efficiently. So yes, there are fewer employees now than there were before.\u00ab<\/p>\n

Is it more efficient if one employee has to create a ticket, and the user then waits for someone else \u2014 rather than just solving it on the spot in five minutes, as Raheel Mahmoud describes?<\/em><\/p>\n

\u00bbThe split allows us to specialise and plan tasks that require physical presence in a more streamlined way. A single employee can handle multiple tickets in one round, instead of one ticket at a time.\u00ab<\/p>\n

Rahbek stresses that Service Desk staff can still go out for urgent tasks \u2014 as long as someone remains at the front desk and on the phones.<\/p>\n

But that\u2019s often not the case, says the supporter, because they\u2019re too busy and too few?<\/em><\/p>\n

\u00bbWe\u2019re monitoring the load, and things have stabilised to a more manageable level recently,\u00ab says Rahbek.<\/p>\n

\u00bbSure, some days are busier than others. But the whole administration is busy right now. My sense is that on an average day, the pressure on support is at a bearable level,\u00ab she says, adding:<\/p>\n

\u00bbBut we\u2019re always happy to talk to our staff about what we can do to ease the workload.\u00ab<\/p>\n

Warned against the University Post<\/h3>\n

In preparation for this article, the University Post emailed UCPH IT employees asking if they wanted to contribute to our series on the effects of the administration reform.<\/p>\n

A few responded quickly, and the article was nearly finished when we received a wave of new messages \u2014 apparently triggered by an internal UCPH IT meeting where the deputy director brought up our inquiry.<\/p>\n

One person wrote:<\/p>\n

\u00bbI\u2019m emailing from a fake address because of what the deputy director said at a recent all-staff meeting.\u00ab<\/p>\n

Several sources independently confirmed that at the meeting, the deputy director stressed that this was not an invitation from management to talk to the University Post.<\/p>\n

Another wrote:<\/p>\n

\u00bbIf Karen [Rahbek, ed.] hadn\u2019t more or less warned us at the last department meeting not to contribute to the University Post because she said you were confrontational, I probably wouldn\u2019t have written.\u00ab<\/p>\n

That employee completely misunderstood what I said<\/p>\n

Karen Rahbek, deputy director at KU IT<\/p>\n<\/blockquote>\n

A third message began:<\/p>\n

\u00bbI hesitated because management directly warned us against contacting you.\u00ab<\/p>\n

Karen Rahbek, did you warn staff against talking to the University Post?<\/em><\/p>\n

\u00bbNo. That employee completely misunderstood what I said. Of course our staff are free to talk to the University Post \u2014 I told them that. I just informed them that you\u2019re an independent media outlet.\u00ab<\/p>\n

Five different staff members confirm that you called the University Post confrontational and warned them against speaking to us?<\/em><\/p>\n

\u00bbThen I expressed myself poorly. That wasn\u2019t my intention. I clearly said it\u2019s up to each employee whether they want to contribute. I just wanted to clarify that you\u2019re not a management media.\u00ab<\/p>\n

Why was that clarification needed?<\/em><\/p>\n

\u00bbBecause in the past, some employees felt caught out after speaking to you, not fully understanding what the University Post is.\u00ab<\/p>\n

So it was to help them?<\/em><\/p>\n

\u00bbYes. But I obviously phrased it poorly \u2014 I can hear that now.\u00ab<\/p>\n

One of those who contacted the University Post after the meeting was project manager Claus Grainger. He says he wrote to us because he was provoked by the remarks from the deputy director:<\/p>\n

\u00bbI just thought \u2014 enough is enough. She shouldn\u2019t interfere like that.\u00ab<\/p>\n

What was it exactly that provoked you?<\/em><\/p>\n

\u00bbIt came across as her trying to shut things down or signal that we should only get in touch if we had something nice to say.\u00ab<\/p>\n

That was never her intention, insists Karen Rahbek, who also points out that she herself agreed to be interviewed:<\/p>\n

\u00bbI\u2019m happy to talk to the University Post \u2014 and all employees are more than welcome to do so too.\u00ab<\/p>\n

This article was first written in Danish and published on 13 November 2025. It has been translated into English and post-edited by Mike Young.<\/em>
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support is no longer officially part of UCPH IT, and this is creating problems, say staff. Pictured here: the IT support rooms on North Campus."},{"acf_fc_layout":"Standfirst","subject":"","text":"Chaos in the org chart, pressure on support staff, and a management that seems keen to keep a lid on things. Report from staff working in the University of Copenhagen's IT unit.","use_post_excerpt":false},{"acf_fc_layout":"Byline","is_author":true,"contributors":false},{"acf_fc_layout":"Content","content":"<p>After much controversy, the new administrative structures at the University of Copenhagen (UCPH) took effect in March of 2025. Staff and students have now had six months to adjust to the aftermath.<\/p>\n<p>In a series of articles on the university’s intranet KUnet, deputy directors of UCPH\u2019s eight corporate units have shared their impressions of the first few months and provided updates on their own administration domains.<\/p>\n<p>We\u2019re running a parallel series at the University Post. Here we speak with employees and union representatives in the different units.<\/p>\n<p>Now it\u2019s the turn of the UCPH IT unit.<\/p>\n<div class=\"factbox\">\n<p class=\"factbox-header feature-color\">Half a year with the new administration<\/p>\n<p>A series of articles on KUnet features the deputy directors of the University of Copenhagen\u2019s eight central administrative units offering their reflections on the first six months of the new administrative structure.<\/p>\n<p>At the University Post, we\u2019re publishing a similar series \u2014 but we\u2019re talking to employees and union reps instead.<\/p>\n<p>This is the fifth instalment. Read earlier instalments here:<\/p>\n<p><a href=\"https:\/\/uniavisen.dk\/seks-maaneder-med-den-nye-administration-sagt-paent-saa-er-der-stadig-mange-ting-der-er-oppe-i-luften\/\">UCPH Education (in Danish)<\/a><br \/>\n<a href=\"https:\/\/uniavisen.dk\/en\/administration-reform-universitys-finance-staff-reveal-contrasting-journeys\/\">UCPH Finance<\/a><br \/>\n<a href=\"https:\/\/uniavisen.dk\/betjente-paa-ku-efter-reformen-mere-travlhed-mere-tvivl-og-lidt-som-foer\/\">UCPH Buildings (in Danish)<\/a><br \/>\n<a href=\"https:\/\/uniavisen.dk\/ku-kommunikation-efter-reformen-vi-skal-huske-hvor-vi-kommer-fra\/\" target=\"_blank\" rel=\"noopener\">UCPH Communications (in Danish)<\/a><\/p>\n<\/div>\n<h3>Three units doing the same thing?<\/h3>\n<p>Lennart Amden is an IT specialist in the ‘Platforms and Applications’ unit \u2014 they are the people that make sure that things like, say, meetings in Teams actually work. He hasn\u2019t felt the effects of the reform directly: the systems he handles need to run no matter what label is on the office door, as he puts it.<\/p>\n<p>But that doesn\u2019t mean he\u2019s not concerned. He\u2019s been at UCPH for 14 years and has been through multiple shuffles of the organisation chart.<\/p>\n<p>There\u2019s one change he can\u2019t quite make sense of this time: UCPH IT has been divided into seven areas, three of which are called \u2018Digital Solutions\u2019 \u2014 with separate focuses on research, education, and administration.<\/p>\n<p>This parallel structure could lead to the same issues being solved in different ways across the three tracks, according to the IT specialist. While the digital needs of research, teaching, and administration differ, there\u2019s still overlap, he says:<\/p>\n<p>\u00bbI\u2019m afraid we\u2019ll end up reinventing the wheel in three different places.\u00ab<\/p>\n<p>Project manager Claus Grainger, who works in the administration-focused Digital Solutions track, shares his concern.<\/p>\n<p>\u00bbI\u2019ve actually done tasks in the other two tracks as well, because they couldn\u2019t get their scheduling to work out,\u00ab he says.<\/p>\n<p>Before the reform, Grainger was part of a central project management unit, which has now been disbanded.<\/p>\n<p>\u00bbIt worked really well before. You could catch issues before they escalated, and you had an overview of what was going on in other projects.\u00ab<\/p>\n<blockquote><p>It\u2019s almost impossible to do project management now<\/p>\n<p class=\"quotee\">Claus Grainger, project manager at KU IT<\/p>\n<\/blockquote>\n<p>That overview is now gone, says Claus Grainger. He agrees that the three separate Digital Solutions tracks make sense \u2014 just not for project managers.<\/p>\n<p>\u00bbI don\u2019t see why we had to be split up. We could\u2019ve remained a cross-functional resource,\u00ab he says, adding that with over 30 years\u2019 experience, he\u2019s rarely faced worse conditions for doing his job.<\/p>\n<p>One of his frustrations is that time registration has been scrapped, making proper budget tracking impossible:<\/p>\n<p>\u00bbIt\u2019s almost hopeless trying to manage a project now,\u00ab he says. \u00bbThey\u2019ve really sabotaged their own work. A lot is lost with the setup that they have chosen.\u00ab<\/p>\n<h3>\u00bbChallenging for project managers\u00ab<\/h3>\n<p>Programmer S\u00f8ren H\u00f8jbjerg also works in Digital Solutions, but in the education track\u2019s \u2018Integrations and Dataflow\u2019 unit. From his perspective, the risk of duplication hasn\u2019t increased:<\/p>\n<p>\u00bbOnce an organisation gets past a certain size, there\u2019s always a risk that people will do the same things in parallel,\u00ab he says.<\/p>\n<p>\u00bbThe question is whether the new setup makes that easier or harder to avoid. Honestly, I think it\u2019s more or less the same.\u00ab<\/p>\n<p>In general, S\u00f8ren H\u00f8jbjerg doesn\u2019t think UCPH IT has been hit as hard by the reform as some of the other areas.<\/p>\n<p>\u00bbBut I\u2019m old and have been through so many reorganisations,\u00ab he says. \u00bbSo I just think: Oh well \u2014 they\u2019ve come up with something new. Let them get on with it.\u00ab<\/p>\n<p>That there is the risk of duplication across the three Digital Solutions tracks is not a major concern of management. On the contrary, the new structure has made it easier to meet UCPH\u2019s many different IT needs, according to the deputy director at UCPH IT Karen Rahbek:<\/p>\n<p>\u00bbI think it\u2019s helped us better match the specific requirements of researchers, teachers, and the administration. But I fully acknowledge that this is a challenging process for the project managers,\u00ab she says.<\/p>\n<p>\u00bbAnd I\u2019m aware that several of them disagree with management on this. We\u2019re in ongoing dialogue about this.\u00ab<\/p>\n<p>As for the scrapped time tracking, Rahbek says she can\u2019t promise an alternative any time soon:<\/p>\n<p>\u00bbBut I don\u2019t think tracking time is the most important part of project management. The key is making sure the deliverables are actually delivered,\u00ab she says.<\/p>\n<h3>Support unit was hit the hardest<\/h3>\n<p>Another aspect that is puzzling to both IT expert Lennart Amden and project manager Claus Grainger is what has happened to IT support in the new setup.<\/p>\n<p>Put simply, support has been split into two \u2014 with one part now outside the UCPH IT in terms of the organisation. They also lost several staff members in the process.<\/p>\n<p>\u00bbThat\u2019s insane. If there\u2019s one thing I know from project management, it\u2019s that support is the first to feel the heat when something goes wrong in an IT project,\u00ab says Grainger.<\/p>\n<p>\u00bbThey\u2019re the ones answering the phones when users start calling. But as far as I can tell, the new structure has just made things harder for them.\u00ab<\/p>\n<p>Raheel Mahmoud, an IT supporter with 14 years experience at UCPH who works on North Campus, can confirm:<\/p>\n<p>\u00bbAbove all, we are more busy,\u00ab he says.<\/p>\n<p>There are two reasons, he explains. First, fewer colleagues \u2014 some have quit and haven\u2019t been replaced:<\/p>\n<p>\u00bbManagers are holding back on reallocating resources right now,\u00ab he says. \u00bbThey keep saying they\u2019ll hire more, but we just have to wait until the reform settles down.\u00ab<\/p>\n<p>Second, splitting the support team has increased the workload. Now, Service Desk handles phone calls and front desk tasks, while On-Site Support has to handle physical tasks like fixing docking stations.<\/p>\n<p>He believes this has led to inefficiencies and longer turnaround times:<\/p>\n<blockquote><p>Before the reform, I\u2019d just walk over. Now I have to set up a ticket<\/p>\n<p class=\"quotee\">Raheel Mahmoud, IT supporter in Service Desk<\/p>\n<\/blockquote>\n<p>\u00bbIt could be a five-minute task \u2014 setting up a new workstation, for example. Before the reform, I\u2019d just walk over. Now I have to set up a ticket,\u00ab he explains.<\/p>\n<p>The ticket is then assigned to a colleague in On-Site Support, who is then allowed to walk over.<\/p>\n<p>\u00bbAnd then it might take half a day before someone is available. I just don\u2019t get why they\u2019ve chosen to do it this way.\u00ab<\/p>\n<p><strong>READ ALSO:<\/strong> <a href=\"https:\/\/uniavisen.dk\/en\/administration-reform-universitys-finance-staff-reveal-contrasting-journeys\/\" target=\"_blank\" rel=\"noopener\"><em>Administration reform: University’s finance staff reveal contrasting journeys<\/em><\/a><\/p>\n<p>Another issue that support staff mention is the lack of prior warning on work surges. This hasn\u2019t improved since support was removed from UCPH IT, says Raheel Mahmoud.<\/p>\n<p>He recalls learning about IT system changes only when users called in needing help:<\/p>\n<p>\u00bbUsers tell us there is now Single Sign-On or multi-factor login for a system. It would\u2019ve been nice to know that ahead of time. Often we\u2019re the last to hear about these things.\u00ab<\/p>\n<h3>No plans to hire more<\/h3>\n<p>Deputy director Karen Rahbek is aware that support staff don\u2019t always get enough information about things that might trigger a surge in calls:<\/p>\n<p>\u00bbThis sounds like a familiar issue \u2014 one we also had before the reform,\u00ab she says.<\/p>\n<p>\u00bbAnd I completely agree it\u2019s something we need to improve on. We\u2019re working on it. Of course support should be kept informed.\u00ab<\/p>\n<p>However, not all pressure points can be predicted, she adds.<\/p>\n<p>\u00bbSometimes it\u2019s spontaneous technical problems that cause a surge.\u00ab<\/p>\n<p>Or it could be Microsoft suddenly enabling two-factor authentication across all its programmes \u2014 something that recently happened \u2014 which UCPH IT cannot control, she notes:<\/p>\n<p>\u00bbAnd I know support had an extremely busy time because of that. That\u2019s obviously tough. But it had nothing to do with the reform.\u00ab<\/p>\n<p>Rahbek does not believe more support staff are needed in general:<\/p>\n<p>\u00bbThe point of the reform was that we saw potential to do things more efficiently. So yes, there are fewer employees now than there were before.\u00ab<\/p>\n<p><em>Is it more efficient if one employee has to create a ticket, and the user then waits for someone else \u2014 rather than just solving it on the spot in five minutes, as Raheel Mahmoud describes?<\/em><\/p>\n<p>\u00bbThe split allows us to specialise and plan tasks that require physical presence in a more streamlined way. A single employee can handle multiple tickets in one round, instead of one ticket at a time.\u00ab<\/p>\n<p>Rahbek stresses that Service Desk staff can still go out for urgent tasks \u2014 as long as someone remains at the front desk and on the phones.<\/p>\n<p><em>But that\u2019s often not the case, says the supporter, because they\u2019re too busy and too few?<\/em><\/p>\n<p>\u00bbWe\u2019re monitoring the load, and things have stabilised to a more manageable level recently,\u00ab says Rahbek.<\/p>\n<p>\u00bbSure, some days are busier than others. But the whole administration is busy right now. My sense is that on an average day, the pressure on support is at a bearable level,\u00ab she says, adding:<\/p>\n<p>\u00bbBut we\u2019re always happy to talk to our staff about what we can do to ease the workload.\u00ab<\/p>\n<h3>Warned against the University Post<\/h3>\n<p>In preparation for this article, the University Post emailed UCPH IT employees asking if they wanted to contribute to our series on the effects of the administration reform.<\/p>\n<p>A few responded quickly, and the article was nearly finished when we received a wave of new messages \u2014 apparently triggered by an internal UCPH IT meeting where the deputy director brought up our inquiry.<\/p>\n<p>One person wrote:<\/p>\n<p>\u00bbI\u2019m emailing from a fake address because of what the deputy director said at a recent all-staff meeting.\u00ab<\/p>\n<p>Several sources independently confirmed that at the meeting, the deputy director stressed that this was not an invitation from management to talk to the University Post.<\/p>\n<p>Another wrote:<\/p>\n<p>\u00bbIf Karen [Rahbek, ed.] hadn\u2019t more or less warned us at the last department meeting not to contribute to the University Post because she said you were confrontational, I probably wouldn\u2019t have written.\u00ab<\/p>\n<blockquote><p>That employee completely misunderstood what I said<\/p>\n<p class=\"quotee\">Karen Rahbek, deputy director at KU IT<\/p>\n<\/blockquote>\n<p>A third message began:<\/p>\n<p>\u00bbI hesitated because management directly warned us against contacting you.\u00ab<\/p>\n<p><em>Karen Rahbek, did you warn staff against talking to the University Post?<\/em><\/p>\n<p>\u00bbNo. That employee completely misunderstood what I said. Of course our staff are free to talk to the University Post \u2014 I told them that. I just informed them that you\u2019re an independent media outlet.\u00ab<\/p>\n<p><em>Five different staff members confirm that you called the University Post confrontational and warned them against speaking to us?<\/em><\/p>\n<p>\u00bbThen I expressed myself poorly. That wasn\u2019t my intention. I clearly said it\u2019s up to each employee whether they want to contribute. I just wanted to clarify that you\u2019re not a management media.\u00ab<\/p>\n<p><em>Why was that clarification needed?<\/em><\/p>\n<p>\u00bbBecause in the past, some employees felt caught out after speaking to you, not fully understanding what the University Post is.\u00ab<\/p>\n<p><em>So it was to help them?<\/em><\/p>\n<p>\u00bbYes. But I obviously phrased it poorly \u2014 I can hear that now.\u00ab<\/p>\n<p>One of those who contacted the University Post after the meeting was project manager Claus Grainger. He says he wrote to us because he was provoked by the remarks from the deputy director:<\/p>\n<p>\u00bbI just thought \u2014 enough is enough. She shouldn\u2019t interfere like that.\u00ab<\/p>\n<p><em>What was it exactly that provoked you?<\/em><\/p>\n<p>\u00bbIt came across as her trying to shut things down or signal that we should only get in touch if we had something nice to say.\u00ab<\/p>\n<p>That was never her intention, insists Karen Rahbek, who also points out that she herself agreed to be interviewed:<\/p>\n<p>\u00bbI\u2019m happy to talk to the University Post \u2014 and all employees are more than welcome to do so too.\u00ab<\/p>\n<p><em>This article was first written in Danish and published on 13 November 2025. It has been translated into English and post-edited by Mike Young.<\/em><\/p>\n"},{"acf_fc_layout":"ArticleEnd"},{"acf_fc_layout":"Newsletter","lang_select":"en","identifier":"Newsletter","headline":"Get an email with upcoming events and top University of Copenhagen stories","button_text":"Sign up here","class":""},{"acf_fc_layout":"OtherStories","headline":"","hand_picked_posts":false,"references":false,"category":false,"theme":false,"number_of_posts":"4","style":"default"}]},"taxonomyData":{"category":[{"term_id":4539,"name":"Working environment","slug":"arbejdsmiljoe-en","term_group":0,"term_taxonomy_id":4539,"taxonomy":"category","description":"","parent":0,"count":95,"filter":"raw"}],"post_tag":[],"post_format":[],"expression":[{"term_id":15,"name":"News Article","slug":"news_article","term_group":0,"term_taxonomy_id":15,"taxonomy":"expression","description":"","parent":0,"count":11489,"filter":"raw"}],"translation_priority":[{"term_id":5468,"name":"Optional","slug":"optional-en","term_group":0,"term_taxonomy_id":5468,"taxonomy":"translation_priority","description":"","parent":0,"count":672,"filter":"raw"}]},"featured_media_url":"https:\/\/uniavisen.dk\/wp-content\/uploads\/2025\/11\/itsupporten-1280x855.jpg","_links":{"self":[{"href":"https:\/\/uniavisen.dk\/en\/wp-json\/wp\/v2\/posts\/183854","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/uniavisen.dk\/en\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/uniavisen.dk\/en\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/uniavisen.dk\/en\/wp-json\/wp\/v2\/users\/100"}],"replies":[{"embeddable":true,"href":"https:\/\/uniavisen.dk\/en\/wp-json\/wp\/v2\/comments?post=183854"}],"version-history":[{"count":22,"href":"https:\/\/uniavisen.dk\/en\/wp-json\/wp\/v2\/posts\/183854\/revisions"}],"predecessor-version":[{"id":185069,"href":"https:\/\/uniavisen.dk\/en\/wp-json\/wp\/v2\/posts\/183854\/revisions\/185069"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/uniavisen.dk\/en\/wp-json\/wp\/v2\/media\/183792"}],"wp:attachment":[{"href":"https:\/\/uniavisen.dk\/en\/wp-json\/wp\/v2\/media?parent=183854"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/uniavisen.dk\/en\/wp-json\/wp\/v2\/categories?post=183854"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/uniavisen.dk\/en\/wp-json\/wp\/v2\/tags?post=183854"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}