Notable HR Updates

1. Notable HR Updates • The Operations team is beta testing an online On boarding System effective January 1, 2012.  • All of our forms will be online and the incoming new hire will receive an email with the forms that they can complete prior to the face to face on boarding meeting. • Approximately 900 staff will be moving to the New Santa Monica Hospital.  • The new building is designed in a Northern Italian style and the architectures is very welcoming and has a resort like building feel.  • Patients will move in sometime in early January.  • We are expecting Joint Commission licensing to come visit the week of December 12th.  • HR trained approximately 1200 staff and physicians in preparation. • Care Connect updates – training will begin in second quarter of 2012.  HR Training & Development will provide a lot of the support for coordinating and tracking

2. Notable HR Updates • UCLA Health System is participating in the first phase of the Payroll/Personnel replacement project.  • We have representatives in the Functional Design, the Steering and Shared Services Committee.    • A lot of systems work is to capture all the interfaces that need to be in place by January 2013.   • Full implementation is expected on January 1, 2013.

3. Payroll Personnel System (PPS)/Human Resources Management System (HRMS) Replacement Initiative

4. Need for a New Approach • Current PPS system • 30 years old with 11 different versions • Workload redundancies • Processes inefficient and labor intensive • UC exceeds benchmark data on ratio of HR and Payroll staff to number of employees served (based on system-wide survey) • Highly complex and evolving operational needs, including need for data to support collective bargaining • Need to achieve efficiencies and cost savings as a major part of the UC Working Smarter initiative

5. Project Objectives & Solution • Single payroll/human resources management system – Oracle PeopleSoft selected by UC as vendor • Standardize & streamline payroll and HR/Academic Personnel business processes UC-wide • Shared-services approach with centralized transactional processing • UC “Working Smarter” Initiative Future State of Payroll and HR Service Delivery Higher Quality More Efficient Lower Cost

6. Project Scope HRMS GL Integration Payroll System Subsequent UC-wide phases will include a time & attendance solution and an integrated portal

7. UCOP Governance Project Leadership & PMO Office (Overall project implementation) UCOP Oracle IO Consulting AONHewitt Executive Project Champion/Sponsors Peter Taylor Nathan Brostrom Executive Steering Committee 1 Representative from each Campus Management Workgroup 1 Representative from each Campus Process Design Teams (Process Standardization) HR/PR/APO Practice Boards (Process Standardization) HR/PR/APO – 5 members each Change Control Board (Scope Management) 5 Individuals from the system Service Delivery Teams (Transactions Processing Model) TBD Information Technology Leadership Council

8. UCLA Governance Executive Sponsors Jack Powazek, Administration Steve Olsen, Finance, Budget & Capital Programs Carole Goldberg, Academic Personnel David Feinberg, M.D., UCLA Health System Functional Leadership Allison Baird-James, Corporate Financial Services Meg Buzzi, Academic Personnel Office Lubbe Levin, Campus Human Resources Mark Speare, Health Sciences Human Resources Andrew Wissmiller, Information Technology Services Project Management Office Central HR/APO Services Central Payroll Services Advisory Groups Dept. SMEs Central IT Services

9. UCLA Implementation • Project Begins – October 2011 • Campuses grouped into 3 implementation waves • 1st wave – UCLA, UCOP, UC Merced, UCSD, UCSC • UCLA Go Live Date – January 1, 2013 • Project Completed for the system in 4 years

10. Tiered Approach to Payroll and HR Transaction Processing

11. Time & Attendance • The new PPS system will require: • All employees to report time using an automated time & attendance system • All employees to be on standard pay cycles • Exempt – Monthly • Non-exempt – Bi-weekly • Currently – UCLA has multiple time & attendance solutions • 64% employees covered by various time & attendance systems • 36% employees use manual process and need to move to a system solution • Interim system solution for Time & Attendance • Developed by UC Irvine for higher education • Provides electronic time keeping and approvals (paperless) • Goal to transition to system solution by February 1, 2012 • Currently - 6,100 non-exempt employees paid monthly • Goal to move to bi-weekly by April 1, 2012

12. Major System Integrations Many less significant system integrations will also need to be addressed

13. Communications Plan • Regular campus updates • BruinPost • Campus portal • Campus Advisory Groups • Staff training • UCLA publications • Standing group meetings • Executive Committee • Deans’ Council • CAO’s/CFS’s • Human Resources Advisory Group • IT Committees • Other • System-wide updates via the working smarter website

14. Project Effort To Date • UCOP & UCLA Governance established - meetings ongoing • Oracle agreement negotiated & signed • UCLA Project Manager position under recruitment • Functional training (system-wide) has begun • Project budget estimates developed • Process standardization discussions started • Service delivery discussions initiated

15. Next Steps • Define the interfaces between your systems and PPS

16. Challenges • Organizational change and system-wide standardization • Realize and harvest savings to pay for new system • Interface changes for many significant campus systems that tie into PPS system • Continue operation of current system until January 2013 implementation