UC San Diego continues on the path toward administrative excellence and efficiency

UC Payroll, Academic Personnel, Timekeeping & Human Resources

(UCPATH)

02 May 2012

AGEN

DAOverview

• Project Team Introduction• Project Background & Goals• Project Approach

UCPath System Implementation (PeopleSoft/Campus Apps & Tools)

• Guiding Principles• Integration Strategy• Next Steps• Bi-weekly Payroll Conversion

UCPath Center (Shared Services Center)

• Components• Escalation Model• Campus v. Center v. UCOP Roles &

Responsibilities (High-level)• FAQs• Next Steps

2

Timelines

Wrap Up/Open Discussion

PROJECT TEAM

PROJECT TEAM

Structure & Governance

4

Executive Sponsors

Executive Steering Committee

Management Workgroup

Monir Ahmed – UCMSusan Carlson – UCOPDavid Ernst – UCOPSteve Relyea – UCSDChristina Valentino - UCSC

Gretchen Bolar – UCRRon Cortez – UCSBJohn Meyer – UCDDan Sampson – UCOPJohn Wilton - UCB

Wendell Brase – UCIDwaine Duckett – UCOPJack Powazek – UCLABarrie Strickland - UCSF

Mike Allred – UCDMike Baptista – UCOPKarl Heins – UCSBDon Larson – UCSDPat Price – UCIDan Sampson – UCOPPeter Woon – UCI MC

Rich Andrews – UCIDave Curry – UCLASheryl Ireland - UCMChar Moreno - UCSCJeannine Raymond – UCBNancy Tanaka - UCOP

Allison Baird-James – UCLAGwen Lake – UCLA MCDavid Odato – UCSFChuck Rowley – UCRPaul Weiss - UCOP

Shared Services Delivery Design TeamMike Baptista – UCOPPat Price – UCOPCathy Shoenfeld- - UCSCKaren Hull – UCDKristina Larsen – UCSDCynthia Leathers - UCSF

Jeannine Raymond – UCBNancy Tanaka – UCOPLubbe Levin – UCLAMarilyn Voce – UCRMark A. Speare – UCLS MCMonir Ahmed - UCM

Allison Baird-James – UCLAPamela Peterson – UCSCReid Hollyfield – UCSD MCTricia Hiemstra - UCSB

PROJECT TEAM

Structure & Governance

5

UCOP Project Management Office

Practices Board

Change Control Board

PROJECT TEAM

Structure & Governance

6

UCSD Executive Sponsors UCSD Management Team

Gary MatthewsVice Chancellor Resource Management & Planning

Ed BabakanianMedical Center Chief Human Resources Officer

Steve RelyeaVice Chancellor External & Business Affairs

Paul CraigMedical Center Chief Human Resources Officer

Suresh SubramaniExecutive Vice Chancellor Academic Affairs

Reid HollyfieldMedical Center Controller

VacantMedical Center Chief Executive Officer

Kristi LarsenAssistant Vice Chancellor Academic Personnel

Don LarsonAssistant Vice Chancellor & Controller

Tom LeetAssistant Vice Chancellor & Chief Human Resources Officer

Min YaoAssistant Vice Chancellor & Chief Information Officer

Structure and GovernanceUCSD Program Management Office UCSD Core Implementation Team

Antoinette HockProgram Director

Courtney MorrisMedical Center Compensation & Benefits Director

Chakri BokkaIT Manager/Project Manager

Kelly MaheuAcademic Personnel Compensation Director

Kian ColestockIT Strategy

Don PortugalMedical Center Business Applications

Ray RodriguezStaff Human Resources Compensation Director

Pearl TrinidadPayroll Director

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Additional UCSD resources support the implementation teams such as extended subject matter experts

(SMEs) and VC HR contacts

PROJECT TEAM

BACKGROUND & GOALS

BACKGRO

UN

D &

GO

ALSDrivers for PPS Replacement

• PPS is almost 30 years old and no longer meets the highly complex and evolving operational needs of the University.

• There are 11 different variations of PPS in use today throughout the University, which are costly and risky to maintain and support.

• The limitations of PPS drive workload redundancy and process inefficiency.

• PPS must be replaced in order to streamline and standardize payroll and HR operations.

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BACKGRO

UN

D &

GO

ALSDrivers for Shared Services Center

• HR/APO/payroll/timekeeping operations support approximately 185,000 UC employees.

• About 6000 FTEs performing HR, payroll and timekeeping duties at a cost of over $500 million annually.

• HR and payroll staff to the number of employees served was higher at UC than at 90% of benchmarked organizations.

• Significant opportunities remain for improving payroll and certain HR services.

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BACKGRO

UN

D &

GO

ALSPayroll FTE

• UC is far below the 10th percentile of the Pricewaterhouse Coopers benchmark

• Other metrics, such as employee count and total W-2s, result in staffing at far less than the 10th percentile.

NOTE: Numbers reflect UC-wide findings. Individual campus numbers may vary.

HR FTE

UC Benchmark StandardsUC Benchmark Standards

• UC is below the 10th percentile of the Pricewaterhouse Coopers benchmark

• Other benchmarks, such as College and University Professional Association, result in similar findings.

NOTE: Numbers reflect UC-wide findings. Individual campus numbers may vary.

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BACKGRO

UN

D &

GO

ALSTwo Distinct Projects with Different Goals

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• Single payroll and HRIS solution for all UC

• Real-time payroll processing• Improved analytical reporting &

decision-making

PPS Replacement

Shared Service Center • Centralized and off-site dedicated customer support staff to provide accurate and timely information by phone, email or chat

• Manager/employee self-service• Payroll and HR services delivered at

substantially lower cost than today

Enabled through standardization and simplification

Keys to SuccessBACKG

ROU

ND

& G

OALS

Keys to Success• Organization Readiness/Willingness to Change

Major change requires extraordinary commitment, patience and some hard decisions.

• Scope ManagementChanges to the project plan or system will be made sparingly and collaboratively with careful consideration of tradeoffs.

• Speed of Decision MakingThis project will need to maintain significant momentum, resolving issues efficiently and effectively. While broad input will be needed and sought, committee consensus with extended deliberations will not always be possible.

• Vendor ManagementOracle will play a critical role during implementation and in ongoing operation of the hosted technology platform. Both Oracle and UC will need to be diligent about their respective accountabilities, including service quality and issue management.

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PROJECT APPROACH

PROJECT APPRO

ACHCollaborative Design

• Teams representing all campus & medical centers participate in the design of future business processes

• Business process will be designed once for all locations at the beginning, not for each wave.

• Cross-functional design team determined scope of services and blueprint for the new UCPath Center

• PMOs from all locations meet regularly with the central UCPath PMO

• Project governance includes representation from all locations

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2015201320122011 2014

Phase 1: Implement HR, Payroll and GL integration solutions, replacing PPS ”must-have” functionality, improving core HR and payroll processing capability and supporting HR analytics and decision support.

Phase 2: Implement systemwide time and attendance capability, significantly reducing business process redundancies, shadow systems and paper processing.

Phase 3: Achieve end-to-end integration with expanded HR functionality, a UC-wide protal to facilitate access to all systems.

Phase 1: Human Resources and Payroll; UCPath Center

Phase 2: Time and Attendance

Phase 3: Integrated Portal; additional HR functionality

Wave 1 locations will be the first locations to implement Phase 1 and Phase 2.

• UCLA/UCLA Medical Center/ASUCLA• UC Merced• UC Santa Cruz• UCOP

PROJECT APPRO

ACHPhased Implementation

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“Waved” Technology Rollout

• Implementation will take place in several waves made up of small groups of campuses/medical centers.

• Each wave is able to execute more efficiently and effectively by building on the experience and lessons learned in the previous wave.

• The “wave” approach:• Manages risk• Builds momentum• Provides proof of success

• UCSD is a Wave 2 campus

●UCOP

PROJECT APPRO

ACH

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PROJECT APPRO

ACHOverall Scope• Implement PeopleSoft as a replacement system for PPS

a. Mapping PPS data to PeopleSoftb. Configure, build, test and launch of PeopleSoft environmentc. Training on interactions with PeopleSoft

• Creation of shared services centera. Facility selection and build outb. Technology assessment, selection and installationc. Facility staffingd. Staff training

• Campus activities associated with technology roll outa. Tier 1/Tier 2/Tier 3 interfacesb. Bi-weekly payroll conversion for non-exemptc. Other activities as identified

• Business Process Designa. Documentation of “as is” and “to be” processesb. Training on modified/new processes

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PPS REPLACEMENT (ORACLE ON DEMAND AND CAMPUS TECHNOLOGY PROJECTS)

PPS REPLACEMEN

TIntegration Guiding Principles

• Reduce or eliminate the amount of dual entry between PeopleSoft and other systems

• Ensure that the business requirements are met by allowing well-defined integration of internal and 3rd party systems to PeopleSoft

• Facilitate meeting the vision and requirements set by the UC PeopleSoft implementation program, including an integration architecture that serves as a foundation for the system into the future

• Facilitate the streamlining and standardization of current processes and business practices.

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PPS REPLACEMEN

TPPS is More Than Just a Payroll System

PPS is highly customized with a broad spectrum of functionality that is not typically integrated in one system. Replacing PPS with a modern system means disentangling the parts.

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PPS today is a single system that performs many different functions. When replaced, there will be separate modules for HR, Timekeeping, Benefits and Payroll as part of PeopleSoft. There will also be integration between Payroll and campus financial systems.

PPS REPLACEMEN

TInterface Consolidation

Consolidated Integration Architecture

Consolidated Current State Future State

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Fifteen Becomes One

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PPS REPLACEMEN

TUCPath Future State

INTEGRATION ARCHITECTURE DIAGRAM

Tier 1 Interfaces:

Tier 2 Interfaces:

Tier 3 Interfaces:

Any system, application, process or business dependency that relies on directly using or connecting with UCOP PPS data or functionality.

Any system, application, process or business dependency that relies on directly using or connecting with ACT systems level data or functionality.

Any system, application, process or business dependency that relies on directly using or connecting with the ACT Data Warehouse or any campus department shadow system.

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PPS REPLACEMEN

TInterface Definitions

Our objective is to provide a Data Warehouse with Payroll/HR data that closely resembles what is available today and to make the information accessible in a similar way as in the current state. However there will likely be some data changes based on business process re-engineering, which will in turn change the type of data captured and propagated.

PPS REPLACEMEN

TNext Steps

• A Data mapping document will be available, in the next 3-4 months, that identifies the data changes that will enable the campus systems to start planning.

• A QA/Build environment for the Data Warehouse, will be made available, in the next 6-8 months, to facilitate the campus/department level retrofit activities.

• Work will continue with system-wide and/or UCSD gap analysis with gap closure through:• PeopleSoft modification/customization (not desired)• Change in business process, practice or policy

• Adoption of two pay cycles system-wide (monthly and bi-weekly)

• Interfaces/Data Warehouse/Application Development• MTE (My Time Entry)• Interface inventory, strategy and execution• Data cleanup

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PPS REPLACEMEN

TBi-weekly Payroll Conversion Recommendations

• The Functional Requirements Work Group recommends to the Management Work Group that pay cycles be standardized for the University of California as follows:• Academic appointees will be paid monthly• Exempt campus staff will be paid monthly• Most medical center employees will continue to be paid biweekly ( for San

Diego, this will be ALL medical center employees)• All non-exempt employees will be paid biweekly• Employees who have both exempt and non exempt appointments will

default to BW.

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PPS REPLACEMEN

TBi-weekly Payroll Conversion Updates• Work group formed at UCOP to address BW conversion for all campuses.

First meeting will be 16 May 2012

• Due to project schedule extension new timeline is being considered for UCSD bi-weekly conversion. Process of consulting labor relations beginning.

• Currently, departments are advised against converting or bringing new employees on as BW sub 1.

• Timekeeping system and PPS conversion in process to accept exception time reporting (sub 1) bi weekly.

• More information expected by the end of June as we begin implementation planning.

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SHARED SERVICES CENTER

SHARED

SERVICES CENTER

(DRAFT)

Why a System Wide Shared Services Center?

• The UCPath Center will help UC more fully realize the goals of UCPath, which include: • Delivering service with increased efficiency, accuracy, and quality• Achieving sustainable long-term cost savings by standardizing and

simplifying common business processes and technology infrastructure system wide

• Improving UC’s ability to respond to changing business and reporting needs

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SHARED

SERVICES CENTER

(DRAFT)

Operations CenterOperations Center

• Functional Operations Teams (HR WFA/Payroll/Benefits) Processing Transactions Mass changes Program administration Compliance Response to escalations

• HR Information System Table maintenance System issue identification and resolution Security Reporting/super user function Business analysts

• Fulfillment/Records Document imaging/indexing Incoming and outgoing fax/mail and fulfillment Filing, retrieval, and storage of records

• Quality Service delivery measurement New employee and ongoing service delivery/process

training Customer service quality monitoring Process documentation and auditing

Contact/Call Center• Contact /Call Center Teams

Direct customer telephone interactions Support of employee and manager inquiries Processing of simple transactions as a result of

telephone, e-mail, or other interactions Management of employee life and work events Call and issue monitoring Initiating escalations

• Support Team(s) Contact center scheduling Administrative support

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Shared Service Center Escalation ModelEmployee/Manager

Tier Tier

• Understand the specific situation

• Apply policies, programs, or plans

• Document and escalate cases as appropriate

• Offer alternatives and considerations to employees

• Investigate and resolve escalated cases

• Interpret policies, programs, or plans

Tier

2Tier 2 Escalation in SSCSpecialized Knowledgewithin Shared Services

• Field initial inquiry

• Ask clarifying questions

• Provide policy, program, or plan information

• Document cases

• Execute approved exceptions

• Warm transfer to Tier 2 as appropriate

1

Tier 1 System wideService CenterInitial Inquiry

Web

Phone

OnlineCase

• Advise HR Leaders and staff on policy exceptions and escalated cases

• Locate external resources to supplement expertise and knowledge as needed

• Manage high-risk, compliance-driven cases to resolution

Tier 4 Office of the PresidentTier

4

• Provide approvals, decisions, and communications

• Interpret compliance policies, programs, and plans

• Advise managers on employee relations issues

• Manage high-risk, compliance-driven cases to resolution

• Investigate employee disputes and claims

• Participate in Tier 1-3 case resolution as needed

3 Tier 3 Escalation to campusCampus Resources

SHARED

SERVICES CENTER

(DRAFT)

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SHARED

SERVICES CENTER

(DRAFT)

High Level Roles & ResponsibilitiesRoles Main Responsibilities

System wideShared Services

Center

• Processing payroll for all campuses/medical centers• Processing tax payments• Managing tax payments and payroll compliance• Handling routine and non-routine employee and faculty

inquiries around policies and process• Providing sys navigation support and password resets• Processing individual, as well as mass transactions• Administering system wide HR programs• Managing the system wide HR and payroll portal

• Escalate cases within Shared Services or to COEs• Managing vendor invoices and payments; manage day-to-

day vendor issues and interfaces• Managing HR data and standard reporting; consult on ad

hoc data and reporting needs• Manage HR records and compliance• Providing consulting for new processes and programs and

application to HR/payroll system

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SHARED

SERVICES CENTER

(DRAFT)

Frequently Asked Questions

Answer

There will be two parts of the systemwide shared service center. The first is a Contact/Call Center. The second is an operations center .

QuestionThe location has not yet been determined. A decision will be made by EVP of Business Operations Nathan Brostrom and CFO Peter Taylor in May 2012.

Where is the location of the Systemwide SSC?

Once all locations have transitioned to UCPath and systemwide Shared Service Center in 2014, there will probably be between 500-600 employees.

How many employees will be in the SSC?

Payroll, Benefits Administration, Leave Management and Human Resource Workforce Administration

What functions will be included?

Employee and Labor Relations, Talent and Performance Management, Recruitment and Staffing activities, and Learning services

What will NOT be included?

How will the SSC be structured?

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More FAQs can be found on the Blink site at: http://ucpath.ucsd.edu/

SHARED

SERVICES CENTER

Next Steps

• Determine final location of UCPATH Center• UC Davis and UC Riverside final locations• Decision to be made in May

• Creation of scope of services documents• Roles & responsibilities between campuses and service center• Will not address production/operations component• Available in May (final version)

• Generation of Blueprint Report• Detailed report (approximately 100 pages) of information gathered from

design workshops, BPM and CRP sessions• Summary will also be provided• Detailed report due in May

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UCPATH TIMELINE

PROJECT TIM

ELINE

Combined Timeline

PROJECT TIM

ELINE

PPS Replacement Timeline

Wave 1*: UCLA, UCLA Health System, UCM, UCSC, UCOP

Wave 2: San Diego, TBD

Wave 3: TBD

* Shared services center created in Wave 1

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PROJECT TIM

ELINE

Shared Services Center Timeline

PROJECT TIM

ELINE

Important Dates

Milestone Date

Wave 1 Design Activities*/ Wave 2 Pre-activities Ongoing

UCPATH Center Location Announcement 05/2012

UCPATH Center Scope of Services Document 04/2012 – 05/2012

UCPATH Center Blueprint Report 05/2012

Wave 1 Go-live, including UCPATH Center** 07/2013

Wave 2 Kickoff and Planning 04/2013

Wave 2 Config, Setup, Build and Gap Resolution 05/2013 – 09/2013

Wave 2 Test 10/2013 – 02/2014

Wave 2 Transition/Readiness 03/2014

Wave 2 Go-live, including UCPATH Center 04/2014

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* UCSD is a Wave 2 campus; however activities are currently in progress that affect outcome of overall system and business process design. UCSD is involved in that effort.

** Campuses will transition activities to the UCPath Center when the PeopleSoft system goes live.

WRAP UP/OPEN DISCUSSION

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WRAP U

P/OPEN

DISCU

SSION

What Can You Do?• Stay informed

• UCSD is just beginning to ramp up with respect to campus-specific planning for both the PPS Replacement and Shared Services Center

• New Blink site is updated weekly and communications are sent out bi-weekly to summarize new content/information

• Request to be placed on the distribution list• Join us at Sharecase 08/29/2012 and other events

• Ask questions• FAQS are posted on the new Blink site. If your question isn’t answered, let

us know!

• Continue involvement/Get involved• You may have already been asked to assist with some aspects of system

design – thank you!• Have an interest – let us know!

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WRAP U

P/OPEN

DISCU

SSION

Web Sites and Contact

• UCOP Websitehttp://workingsmarter.universityofcalifornia.edu/projects/ucpath/overview/

• UCSD Websitehttp://ucpath.ucsd.edu/

•Email: UCPathProject@ucsd.edu

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Overview, case studies, project team, news &

updates, Q&A

Implementation team information, general project

information and project updates

WRAP U

P/OPEN

DISCU

SSION

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