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24 Section II. Organizational Changecould not easily be categorized into a portal format. In regard to site redesign,Chandler said they were currently addressing this issue but that he was in need of morestaff. In the meantime, the Web center was hard at work creating an infrastructure tosupport all the upcoming initiatives.In terms of the organization, the Web center was in a difficult situation and was mostaffected by the lack of guidance in the form of a Web advisory board. Stevens foundthat Chandler had to deal with conflicting agendas from the marketing and clinicaldepartments, as well as from those in the organization who had yet to fully understandthe need for a strong infrastructure. In addition, hospital politics and the lack of compromisein the organization were holding back progress. According to Chandler, theWeb center still had “no mission statement because the Web center is still not completelydefined.”As Stevens assessed the Web center and the issues facing Chandler, he noted thatthe center was being held back because it lacked not only leadership but also authorityand direction. It seemed to Stevens at this point that poor planning and the lack ofan organizational vision were plaguing the Web center. The center did not even havea mission statement. Although the tasks delineated by Chandler were worthy goals, itwas clear to Stevens that the Web center would not be able to accomplish any of themwithout first establishing its own organizational vision and building a strong foundation.Stevens knew that part of this foundation was the infrastructure needed to supportcurrent as well as future demands on the Web center. He observed that the Web centerwas ill-equipped to meet these demands, having few staff members, and lacked thenecessary technical knowledge needed to improve the Web system. The Web templatein use was no longer adequate for the needs of many departments. In essence, Stevensbelieved that the Web center was not prepared to serve the purpose for which it wascreated.Stevens believed that Chandler had much at stake, having been appointed theWeb center director. He was the representative of the Web center to MCHS. If thecenter were to lose support from MCHS departments and MCHS leadership, makingany progress in improving the Web system would be even more difficult. Stevens knewthat Chandler would have to act quickly and garner continued support for the Webcenter in terms of a Web advisory board and additional staffing and training. Chandlerwould have to play an integral part in any strategy to improve the state of the Webcenter.The Marketing DepartmentAnother key figure Stevens met with was Doreen Jackson. The marketing departmenthad always been involved in the dissemination of information for MCHS. Now that theWeb was enabling not only broad dissemination of information but also interactive dissemination,it was clear to Jackson that this department would be actively involvedin the transition to the Web system from traditional brochures and handouts. Asmarketing director, Jackson’s focus was on consumer use of the MCHS Web site, suchas the ability for patients to make appointments, etc. After becoming impatientwith the pace of the Web initiative, she hired Greystone to help with this focus.Accordingto Jackson, Greystone suggested that “each center would author its own content,marketing would manage it, and the Web center would run the systems.” She said theGreystone recommendation to have separate clinical and academic sites was struckdown and that what she called a “blue ribbon panel” was formed to look at a health