1. UCLA Notable HR Updates 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 12 th.  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 1

2. UCLA Notable HR Updates 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. 2

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

4. UCLA 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 4

5. UCLA 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 5 Implement Enabling Technology Centralize Transactional Activities Streamline and Standardize Processes Future State of Payroll and HR Service Delivery Higher Quality More Efficient Lower Cost Future State of Payroll and HR Service Delivery Higher Quality More Efficient Lower Cost

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

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

8. UCLA UCLA Governance 8 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 Central Payroll Services Central HR/APO Services Central IT Services Advisory Groups Dept. SMEs Project Management Office

9. UCLA UCLA Implementation OctNovDec Jan 2012FebMarAprMayJunJulAugSepOctNovDec Jan 2013 Month 12345678910111213141516 Planning & Functional Requirements Configuration & Development Data Clean Up Interfaces & Conversion Testing Transition Production Support 9 Project Begins – October 2011 Campuses grouped into 3 implementation waves 1 st wave – UCLA, UCOP, UC Merced, UCSD, UCSC UCLA Go Live Date – January 1, 2013 Project Completed for the system in 4 years

10. UCLA Tiered Approach to Payroll and HR Transaction Processing 10

11. UCLA 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 11

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

13. UCLA 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 13

14. UCLA 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 14

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

16. UCLA 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 16