1. UCSF Human Resources Update to stakeholders December 18, 2014

2. Contents  Recap of Chazey recommendations  Annual HR Customer Survey results  HR opportunities for transformation and preliminary timeline 12/1/2014 UCSF HUMAN RESOURCES UPDATE TO STAKEHOLDERS 2

3. Summary of Chazey Partners recommendations  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 future savings of up to 24 FTE Feasibility depends on ‒ Assumption of $3.3M in 1X implementation costs (project & 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 12/1/2014 UCSF HUMAN RESOURCES UPDATE TO STAKEHOLDERS 3

4. 2014 HR Customer Survey Results Overall Satisfaction Overall Satisfaction by Employee Type MeanAcademic Regular/ Career Staff Other Staff * 2014 3.213.363.51 2013 3.343.393.53 *Other staff includes limited, per diem, contract, floater, and casual/ restricted. Overall Satisfaction Overall, how would you rate your satisfaction with the services provided by UCSF Human Resources? 2014 (3,746 answered the question) 3.32 2013 (6,131)3.39 2012 (3,145)3.22 Overall Satisfaction by Control Point MeanSOMSONSODSOP Office of the Chancellor EVC&PFAS University Relations UDAR Diversity & Outreach* 20143.213.543.103.173.733.393.753.003.71no data 20133.283.693.413.253.5 3.713.273.544.00 *Diversity and Outreach responses included with Chancellor's Office due to new dept ID structure in 2014. Overall Satisfaction by Service Center MeanABCE 2014 3.133.283.553.10 2013 3.34 3.593.31

5. Human Resources opportunities for transformation 12/1/2014 UCSF HUMAN RESOURCES UPDATE TO STAKEHOLDERS 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 Identify “quick wins” for customers and partner to address key challenges with simple fixes 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

6. Org - Client– Tech – Process Integrated Plan Consolidate Shared Services Integration (As-is workflows) CEM & Quality Teams Standardize & Develop Tools Quick wins/key challenges 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 UCSF HUMAN RESOURCES UPDATE TO STAKEHOLDERS 12/1/2014

7. Customer engagement  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 Identifying key challenges for customers to develop “quick wins” 12/1/2014 UCSF HUMAN RESOURCES UPDATE TO STAKEHOLDERS 7

8. Communication  Current efforts HR Update Quarterly Update from AVC HR Website Advisory Board meetings Control points meetings Targeted stakeholder groups, including AB subcommittees and planned quick wins workgroup 12/1/2014 UCSF HUMAN RESOURCES UPDATE TO STAKEHOLDERS 8

9. Lean process improvement  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 12/1/2014 UCSF HUMAN RESOURCES UPDATE TO STAKEHOLDERS 9

10. Technology strategy 10  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 UCSF HUMAN RESOURCES UPDATE TO STAKEHOLDERS 12/1/2014