UCSF HUMAN RESOURCES UPDATE November 20, 2014

Agenda  Recap of Chazey recommendations  HR opportunities for transformation and preliminary timeline  Questions/feedback  Top priorities  Customer engagement  Communication 2

Recap of the Chazey Partners recommendations 3  Campus HR Recommendations  Consolidate the four service centers into a single HR shared services organization to further develop standard practices and improve efficiency. Assess the optimal workflow among transactional/administrative, professional/technical and policy/strategic aspects for best alignment with the two specialty centers and HR leadership.  Develop/expand new roles to provide strategic and tactical support to business leaders at UCSF.  Enhance technology to enable HR work, focusing on workflow and document management, case management and performance metrics, and integration of existing systems.  Develop and share performance measurements that include input, operational, and output performance indicators.  Continue to consider integrated solutions for campus and health system functions as appropriate, although this is not a recommendation to integrate campus and health system HR at this time.  Report includes a potential long-term savings of up to 24 FTE  Feasibility depends on Investments in technology UCPath services provided as planned New organization structure as recommended by Chazey – we need to understand what elements of Chazey’s recommendations are reasonable at UCSF

Recap of the Chazey Partners recommendations 4  Report includes a potential long-term savings of up to 24 FTE  Feasibility depends on Investments in technology UCPath services provided as planned New organization structure as recommended by Chazey – we need to understand what elements of Chazey’s recommendations meet UCSF customer needs.

Human Resources opportunities for transformation 5 Organization Optimize organizational structures to streamline delivery – single service center, dedicated postdoc service line, optimal LER structure Assess and actualize recommendations from Chazey Partners independent study Business Processes Apply LEAN to improve processes/workflow that directly impact customer interactions Priority areas are improved post doc processes, LER processes, and onboarding Technology Deploy CRM technology to transform the customer engagement experience Digitalize personnel files to enable direct, effortless and intelligent access to HR information and records Optimize Enterprise Data Warehouse to support planning and decision-making in staff and academic personnel

Org - Client– Tech – Process Integrated Plan Consolidate Shared Services Integration (As-is workflows) CEM & Quality Teams Standardize & Develop Tools Website/Process Documentation Priority process improvement within existing workflow Post Doc service line LER roles/workflow OFCCP Workflow Enhanced Client Engagement (performance reporting) Improve through new workflow Lean Improvements Tiered workflow: Design & Implement CIF/Account managers Portal “eFiles” Case Management Ticketing New Value Savings through efficiency Or New services Org Change Step 1 Shared Services Consolidation Org Change Step 2 Postdoc service line LER workflow/roles Dec. ‘14Mar. ‘15 Jun. ‘15 Sept. ‘15Dec. ‘15 6

Customer engagement 7  Customer representatives to participate in selection of new director positions  Repurpose/engage SPA subcommittee members for advice on  Assessing and understanding customer impact of changes  Feedback on communication and change management tools to ensure customer needs are thoroughly considered  Postdoc workflow design  LER structure and workflow design

Communication 8  Current efforts  HR Update  Quarterly Update from AVC H  Website  Control points meetings  What else? What would be most effective for which audiences?

Discussion/feedback 9  Reaction to HR’s assessment of top priorities  Customer engagement  Communication  Role of the Advisory Board

Org change preliminary plans - Single service center - Postdocs - LER Lean overview Technology overview Subcommittee updates Appendix 10

Single service center 11  Goal/Objective of Change  Better align teams for implementation of standard processes and improved workflow  Step 1: Fill four positions in December/January  Academic Shared Services Director  Staff Shared Services Director  Postdoc Shared Services Director  Step 2: Realign academic and staff teams to report to new directors  Timing: Anticipate transition to be complete first quarter 2015  Workflow impact  Handoffs between departments and HR will not change for academic and staff processes  New escalation path to academic and staff directors as needed  Customer impact  No change in generalist or manager – except in few cases where generalist may become part of postdoc team  New directors in most cases and new escalation path for resolution of highly complex issues

Postdoc service line 12  Goal/Objective  Improve postdoc expertise through specialization and dedicated leadership  Step 1: Hire director/manager of postdoc team  Step 2: Assign postdoc team based on population weighting  Step 3: Assess and design postdoc workflow  Timing: Anticipate new team to be operational by the end of second quarter of 2015  Workflow impact  Handling of work during the transition  Roles between departments and HR not expected to change for postdoc processes  New escalation path to postdoc manager/director  Customer impact  New contacts for postdoc processes in most cases  New manager/director and escalation path for resolution of highly complex issues

LER roles and workflow 13  Goal/objective  Align shared services and specialty center workflow to improve service and ensure standard processes  Step 1: Assess and design optimal roles and workflow for LER activities  Consider what is best done by shared services and what is best done by specialty center  Step 2: Determine how to organize/staff for optimal LER workflow  Step 3: Develop implementation plan, including timing, workflow and customer impact

Lean process improvement 14  HR is participating in a FAS-wide lean pilot focused on onboarding  A cross-functional cohort with representatives from IT, HR, Police, PMO and academic departments completed “value-stream mapping” of the onboarding process in October Identified at least 12 sub-processes and 71 steps in the current process Set the goal of reducing the time involved in onboarding from 17 days to 8 days (without visa)  Teams are now participating in “kaizen” workshops over the next six months for a detailed look at improvements in door access, new hire forms, badging, systems/tools, and orientation sessions Kaizen #1 (early November) resulted in a process that will enable new hires to receive a badge with appropriate door access on the first day of work.  Building HR expertise in lean process improvement principles in order to expand/adapt it more broadly within the HR organization

Technology strategy 15  HR is in the process of developing a roadmap to deploy CRM technology to transform the customer engagement experience and optimize Enterprise Data Warehouse to support planning and decision-making in Staff and Academic Personnel UCSF EDW UCSF CRM UCPath HRMS Human Resource Management System Transaction Processing System Manages HR actions Processes payroll Manages benefits Serves as System of Record for Payroll and basic HR data Integration with secondary local UCSF systems focused on critical AP functions (Advance, MPM) Customer Relationship Management Ticketing System Case Management System Knowledge Management Collateral Imaging & Document Management Portal Mobile Apps Telephony Enterprise Data Warehouse Contains financial, human resources and other administrative data Single integrated repository for data from HR Technology Hub

AB subcommittees update 16  HR Funding Model  New headcount freeze date: December 1  Considering variety of issues such as population category weighting, mid-year changes/revenue losses, cost of errors  Finalize rate recommendations in December and present to AB in January  Service Partnership Agreement  On hold pending workflow changes associated with evolving organization structure  Engage members in customer engagement for organization changes