March 20, 2015 UCPath Project Update Presentation to Chancellor’s Campus Community Council

Presentation Overview  What We’ve Done So Far Who We Are Why UCPath? Central Team/UCOP Go-Live UC Davis Accomplishments  What are We Doing Now? Operational Alignment Business Process Reviews Infrastructure Development Assisting the Central Effort  What is the Plan Forward? Overall objectives and tasks by deployment groups UC Davis schedule and next steps 2

Governance/Leadership  Dave Lawlor, Vice Chancellor and Chief Financial Officer - Finance, Operations & Administration  UCPath Executive Leadership Team, UC Davis Project Sponsor  Tim Maurice, UCDHS Chief Financial Officer  UCDHS Project Sponsor  Mike Allred, Associate Vice Chancellor, Finance/Controller (System-wide UCPath Steering Committee, UCPath Center Advisory Board, UCPath local Steering Committee Co-Chair)  Susan Gilbert, Associate Vice Chancellor, Human Resources (UCPath local Steering Committee Co-Chair)  Steve Chilcott, Executive Director, Human Resources (System-wide UCPath Steering Committee) Who We Are Project Team Radhika Prabhu, Project Director Susan McCutcheon, Program Manager Marion Randall, Functional Co-Lead Cindy Jones, Functional Co-Lead Bobbie Lasky, Academic Affairs Kush Arora, Business Intelligence Susana Lee, IT Lead, UCDHS Anantha Kadur, Project Manager Ilvana Mesic, IDM Systems Drew Pokorney, Project Manager, UCDHS Linda Durst, Workstream Lead Kelly Crabtree, Training Lead Other functional and technical resources 3

Why UCPath? WHY: Our UC HR/Payroll tools and processes are outdated.  UC’s Personnel/Payroll Systems (PPS) is 35 years old and difficult to use  PPS has 11 versions, with data definitions and policy/rules applied differently by each location  UCPath includes the Human Resources Information System (HRIS) modules which is currently a gap at UC Davis  UC employees are performing manual calculations, workarounds, corrections and significant paper processing  Is not able to meet the needs of UC’s complex and diverse employee population WHO: UC Board of Regents, President, Leadership, Chancellors, Controllers, CHROs, and APDs.  Recommended replacing PPS with a single, integrated UC-wide HR/Payroll solution  Agreed to work toward conforming business practices  Committed themselves to systemwide representation 4

System-wide Team Accomplishments  Standardized and streamlined approximately 100 systemwide processes in the areas of payroll, benefits, finance/GL integration, absence management, compensation, and human resources/workforce administration  Set up a systemwide shared services center in Riverside, CA that will process certain HR/payroll transactional work for the UC system. While awaiting the UCOP go live, these resources are currently providing PPS transaction processing support to pilot locations (UCLA, UCSC)  Coordinated the design of a system-wide data model to allow locations to leverage design and development of common reporting and analytical tools  During testing, converted data, successfully ran monthly payroll and sent information to downstream systems at UCLA  Began foundational work on defining the UC-wide IT Shared Services and identifying key move forward activities (role validation, knowledge management, end-to-end simulation, service level management)  Put in place metrics reporting to track the status of testing and deploy 5

Paychecks Employees will have the option of splitting their direct deposit between as many three financial institutions. Paper paychecks will be printed by Wells Fargo and sent via U.S. mail. Verification of employment A secure online automated application enables employees (or pre- authorized verifiers with whom they are doing business) to quickly and securely confirm UC employment and/or income. Available 24 hours a day, seven days a week. Employees have control of the verification process by authorizing access to their information. Streamlined onboarding Newly hired employees will have day-one access to benefits enrollments and other online resources. Transfer procedure will be standardized and centralized at UCPath, providing a more efficient relocation process. Some Significant Improvements 6

UCPath Center - How will my questions get answered? Contact options include online portal, telephone, , regular mail and fax. Chat will be available in a future release. Employee services will be the first point of contact Call routing system will ensure calls are forwarded to the appropriate staff. Cases will be created for each inquiry A tiered escalation process will route complex cases to experts within the UCPath Center. 7

Timeline and Implementation September 2015 Throughout 2016Mid 2017Late 2017 UCOP Pilots (UCLA, UCSC, UCM, ASUCLA) Location Group A TBD (UC Davis is aiming for this group) Location Group B TBD An Engagement Team will visit each location to determine the optimum go live date and will review:  Current State of Project Governance, funding, project resources, plan  Contextual Concerns Organizational model, business process alignment, location concurrent activities, current technologies  Engagement Needs Project structure, roles and responsibilities, escalation path, future development, tools and templates needed by location 8

UCOP Go Live Schedule The UCPath Executive Steering Committee reviewed the proposed UCOP deployment timeline and approach on February 18 th Of immediate concern is the timely completion of functional unit testing (FUT), which is currently behind expected pace Both UCOP and the UCPath Center are prepared for September go-live and support some operational tradeoffs, if necessary A final go-live timeline for UCOP isn’t expected until March when FUT results are known; however, all teams are currently operating under a project schedule based on a September go-live 9

UC Davis Accomplishments Local Future State Process Designs  Created a framework  Created inventory of processes to develop  Prioritized and scheduled inventory  Began development of processes UCPath Data Warehouse & Analytics  Created overall architecture  Standardize tools and technologies  Deployed a proof of concept  Leveraged work done by the Business Intelligence Collaboration Group (BICG) 10

UC Davis Accomplishments (cont.) Communications Infrastructure  Created ucpath.ucdavis.edu  Created Confluence collaboration site  Microsoft Project scheduling and reporting  JIRA Issue tracking system Central Team Interaction  Each week, the Central Team requests information and input from the location  From July through December 2014, 164 requests were received – averaging over 5 per week 11

Current UCPath Activities at UC Davis Infrastructure Development  Hardware to enable real time data processing with UCPath  Interfaces to integrate information from location downstream systems  Business Intelligence reporting and analytics Local Future State Business Process Design  Current state review  Future state development  Roles and responsibilities determination  Alignment with operating model Operating Model Optimization  Ensures alignment of all organizational units to a common vision  Enables transformation  Maximizes efficiencies  Provides a consistent model for performance measurement Interaction with Central Team on design, development and deployments Collaboration with other locations on design, development and deployment strategies and execution 12

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Future Objectives 14

UC Davis Schedule and Next Steps JanFebMarAprMayJunJulAugSepOctNovDecJanFebMarAprMayJunJulAugSepOctNovDecJanFebMarAprMayJunJul Design/DevelopmentDevelop/Unit Testing Finalize Interfaces for Testing Functional Unit Testing SIT1 Review SIT 1 & Plan SIT 2 PPT1 SIT2 PPT 2 UAT Go Live Hyper Support Manual Data Conversion Test Data Conversion 1 Test Data Conversion 2 Test Data Conversion 3 I/F Dev Complete Full Data Conversion 1 Full Data Conversion 2 Final Data Conversion Assuming a mid-2017 go live, our location schedule would be: 2015 Activities  Analyze operating model  Agree to common implementation methodology and timeline sequencing  Define resource needs to support 2015 prerequisite work  Onboard newly defined resource needs  Complete design and development of local business processes  Operationalize 2015 prerequisite work 2016 Activities  Unit testing of local business processes  Operating model alignment  Finalize interfaces  Data conversion analysis and testing  Training and transitional tools development 15

Information Resources  The UCPath Initiative’s Working Smarter website is the primary source for project information for faculty & staff:  Campus site for UCPath information at  FAQs and Fact Sheets to inform, engage and involve on a timely basis  Questions can be sent to 16

Questions?