Transcript 2012 04 UCPath Program Overview and Update - Blink

U C S a n D i e g o c o n t i n u e s o n t h e p a t h t o w a r d a d m i n i s t ra t i ve e x c e l l e n c e a n d e f f i c i e n c y
UC Payroll, Academic Personnel, Timekeeping & Human Resources
(UCPATH)
02 May 2012
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Project Team Introduction
Project Background & Goals
Project Approach
UCPath System Implementation
(PeopleSoft/Campus Apps & Tools)
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UCPath Center
(Shared Services Center)
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Guiding Principles
Integration Strategy
Next Steps
Bi-weekly Payroll Conversion
AGENDA
Overview
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Components
Escalation Model
Campus v. Center v. UCOP Roles &
Responsibilities (High-level)
FAQs
Next Steps
Timelines
Wrap Up/Open Discussion
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PROJECT TEAM
Executive Sponsors
Executive Steering Committee
Management Workgroup
Shared Services Delivery Design Team
Peter Taylor, CFO
Nathan Brostrom, EVP – Business Operations
Monir Ahmed – UCM
Susan Carlson – UCOP
David Ernst – UCOP
Steve Relyea – UCSD
Christina Valentino - UCSC
Gretchen Bolar – UCR
Ron Cortez – UCSB
John Meyer – UCD
Dan Sampson – UCOP
John Wilton - UCB
Mike Allred – UCD
Mike Baptista – UCOP
Karl Heins – UCSB
Don Larson – UCSD
Pat Price – UCI
Dan Sampson – UCOP
Peter Woon – UCI MC
Rich Andrews – UCI
Dave Curry – UCLA
Sheryl Ireland - UCM
Char Moreno - UCSC
Jeannine Raymond – UCB
Nancy Tanaka - UCOP
Mike Baptista – UCOP
Pat Price – UCOP
Cathy Shoenfeld- - UCSC
Karen Hull – UCD
Kristina Larsen – UCSD
Cynthia Leathers - UCSF
Jeannine Raymond – UCB
Nancy Tanaka – UCOP
Lubbe Levin – UCLA
Marilyn Voce – UCR
Mark A. Speare – UCLS MC
Monir Ahmed - UCM
Wendell Brase – UCI
Dwaine Duckett – UCOP
Jack Powazek – UCLA
Barrie Strickland - UCSF
PROJECT TEAM
Structure & Governance
Allison Baird-James – UCLA
Gwen Lake – UCLA MC
David Odato – UCSF
Chuck Rowley – UCR
Paul Weiss - UCOP
Allison Baird-James – UCLA
Pamela Peterson – UCSC
Reid Hollyfield – UCSD MC
Tricia Hiemstra - UCSB
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Practices Board
Change Control Board
UCOP Project Management Office
APDs – Cindy Doherty, Cynthia Leathers, Pat Price, Pamela Peterson
CHROs – Tom Leet, Jeannine Raymond, Mark Speare, Marilyn Voce
Controllers – Mike Allred, Allison Baird-James, Don Larson, Delphine Regalia,
Peter Woon
PROJECT TEAM
Structure & Governance
Sue Abeles (Payroll), Lubbe Levin (HR), Nancy Tanaka (APO), Paul Weiss
(IT)
Anthony Lo, UC Project Director
Doug Johnson, Oracle Project Director
Functional leads
IT, communication, change management and other support staff
Consultants
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UCSD Executive Sponsors
UCSD Management Team
Gary Matthews
Vice Chancellor Resource Management & Planning
Ed Babakanian
Medical Center Chief Human Resources Officer
Steve Relyea
Vice Chancellor External & Business Affairs
Paul Craig
Medical Center Chief Human Resources Officer
Suresh Subramani
Executive Vice Chancellor Academic Affairs
Reid Hollyfield
Medical Center Controller
Vacant
Medical Center Chief Executive Officer
Kristi Larsen
Assistant Vice Chancellor Academic Personnel
PROJECT TEAM
Structure & Governance
Don Larson
Assistant Vice Chancellor & Controller
Tom Leet
Assistant Vice Chancellor & Chief Human Resources
Officer
Min Yao
Assistant Vice Chancellor & Chief Information
Officer
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UCSD Program Management Office
UCSD Core Implementation Team
Antoinette Hock
Program Director
Courtney Morris
Medical Center Compensation & Benefits Director
Chakri Bokka
IT Manager/Project Manager
Kelly Maheu
Academic Personnel Compensation Director
Kian Colestock
IT Strategy
Don Portugal
Medical Center Business Applications
PROJECT TEAM
Structure and Governance
Ray Rodriguez
Staff Human Resources Compensation Director
Pearl Trinidad
Payroll Director
Additional UCSD resources support
the implementation teams such as
extended subject matter experts
(SMEs) and VC HR contacts
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BACKGROUND & GOALS
• 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.
BACKGROUND & GOALS
Drivers for PPS Replacement
• PPS must be replaced in order to streamline and standardize payroll and
HR operations.
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• 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.
BACKGROUND & GOALS
Drivers for Shared Services Center
• Significant opportunities remain for improving payroll and certain HR
services.
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HR FTE
1891
2000
1800
1600
200
Total Employee FTE
to Payroll FTE
180
160
1400
UC
1200
908
1000
10th
140
UC
120
10th
100
78
80
800
50th
600
326
400
200
186
Employee FTE
to HR FTE
90th
99
60
47
90th
40
20
0
0
UC
43
50th
Benchmark Standards
• 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.
UC
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.
BACKGROUND & GOALS
Payroll FTE
NOTE: Numbers reflect UC-wide findings. Individual campus
numbers may vary.
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PPS Replacement
• Single payroll and HRIS solution for
all UC
• Real-time payroll processing
• Improved analytical reporting &
decision-making
Enabled through standardization and
simplification
Shared Service Center
BACKGROUND & GOALS
Two Distinct Projects with Different Goals
• 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
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Organization Readiness/Willingness to Change
Major change requires extraordinary commitment, patience and some hard
decisions.
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Scope Management
Changes to the project plan or system will be made sparingly and collaboratively
with careful consideration of tradeoffs.
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Speed of Decision Making
This 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.
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BACKGROUND & GOALS
Keys
to Success
Keys
to Success
Vendor Management
Oracle 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
• 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
PROJECT APPROACH
Collaborative Design
• PMOs from all locations meet regularly with the central UCPath PMO
• Project governance includes representation from all locations
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2011
2012
2013
2014
2015
Phase 1: Human Resources and Payroll; UCPath Center
Phase 2: Time and Attendance
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 APPROACH
Phased Implementation
Phase 3: Integrated Portal; additional HR functionality
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.
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Implementation will take place in several
waves made up of small groups of
campuses/medical centers.
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Each wave is able to execute more
efficiently and effectively by building on
the experience and lessons learned in
the previous wave.
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The “wave” approach:
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●UCOP
PROJECT APPROACH
“Waved” Technology Rollout
Manages risk
Builds momentum
Provides proof of success
UCSD is a Wave 2 campus
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• Implement PeopleSoft as a replacement system for PPS
a. Mapping PPS data to PeopleSoft
b. Configure, build, test and launch of PeopleSoft environment
c. Training on interactions with PeopleSoft
• Creation of shared services center
a.
b.
c.
d.
Facility selection and build out
Technology assessment, selection and installation
Facility staffing
Staff training
PROJECT APPROACH
Overall Scope
• Campus activities associated with technology roll out
a. Tier 1/Tier 2/Tier 3 interfaces
b. Bi-weekly payroll conversion for non-exempt
c. Other activities as identified
• Business Process Design
a. Documentation of “as is” and “to be” processes
b. Training on modified/new processes
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PPS REPLACEMENT (ORACLE ON DEMAND AND CAMPUS
TECHNOLOGY PROJECTS)
• 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.
PPS REPLACEMENT
Integration Guiding Principles
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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.
PPS REPLACEMENT
PPS is More Than Just a Payroll System
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.
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Fifteen Becomes One
Consolidated Current State
Future State
PPS REPLACEMENT
Interface Consolidation
Consolidated Integration Architecture
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PPS REPLACEMENT
UCPath Future State
INTEGRATION ARCHITECTURE DIAGRAM
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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.
PPS REPLACEMENT
Interface Definitions
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.
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.
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• 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:
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PeopleSoft modification/customization (not desired)
Change in business process, practice or policy
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PPS REPLACEMENT
Next Steps
Adoption of two pay cycles system-wide (monthly and bi-weekly)
Interfaces/Data Warehouse/Application Development
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MTE (My Time Entry)
Interface inventory, strategy and execution
Data cleanup
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• The Functional Requirements Work Group recommends to the
Management Work Group that pay cycles be standardized for the
University of California as follows:
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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.
PPS REPLACEMENT
Bi-weekly Payroll Conversion Recommendations
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• 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.
PPS REPLACEMENT
Bi-weekly Payroll Conversion Updates
• 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
• The UCPath Center will help UC more fully realize the goals of UCPath,
which include:
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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
SHARED SERVICES CENTER (DRAFT)
Why a System Wide Shared Services Center?
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• 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
SHARED SERVICES CENTER (DRAFT)
Operations Center
Operations Center
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Employee/Manager
Tier 4 Office of the President
Tier
4
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Advise HR Leaders and staff on policy
exceptions and escalated cases
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Locate external resources to
supplement expertise and
knowledge as needed
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Manage high-risk, compliance-driven
cases to resolution
Web
Phone
Online
Case
Tier
Tier
1
3
Tier
Tier 3 Escalation to campus
Campus Resources
2
Tier 1 System wide
Service Center
Initial Inquiry
Tier 2 Escalation in SSC
Specialized Knowledge
within Shared Services
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Field initial inquiry
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Understand the specific situation
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Ask clarifying questions
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Apply policies, programs, or plans
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Provide policy, program, or plan
information
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Document and escalate cases as appropriate
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Offer alternatives and considerations to
employees
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Document cases
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Execute approved exceptions
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Investigate and resolve escalated cases
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Warm transfer to Tier 2 as appropriate
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Interpret policies, programs, or plans
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Provide approvals, decisions, and
communications
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Interpret compliance policies,
programs, and plans
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Advise managers on employee
relations issues
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Manage high-risk, compliance-driven
cases to resolution
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Investigate employee disputes and
claims
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Participate in Tier 1-3 case resolution as
needed
SHARED SERVICES CENTER (DRAFT)
Shared Service Center Escalation Model
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Roles
Campus HR,
Payroll,
and APO
System wide
Shared Services
Center
Office of the
President
Main Responsibilities
• Consulting with department/school leaders on issues
affecting people
• Supporting the communicating and implementation of
new system wide policies and programs
• Designing and implementing campus or medical center
specific policies or programs
• Designing and executing existing or new campus/ medical
center recruitment, rewards, and learning
and development programs
• Conducting employee relations investigations and
managing resolutions
• Posting payroll data to general ledger
• Designing and executing existing or new campus/ medical
center recruitment, rewards, and learning and development
programs or other programs that are specific to the entity
• Collecting and analyzing campus/medical center specific
data needs
• Manage escalated cases or policy exception requests
• Collaborating with system wide COEs on new policy or
program design
• Refer faculty and staff to shared services channels
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• Escalate cases within Shared Services or to COEs
• Managing vendor invoices and payments; manage day-today 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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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
System wide policy and program design
Vendor selection and SLA monitoring
Leading-practice research
Consulting to senior leaders on system wide issues
Manage escalated cases or policy exception requests
• Creating frameworks and toolkits for use by campuses
and medical centers for system wide initiatives
• Locating external resources to supplement expertise and
knowledge
• Involving campus/medical centers and shared services in
system wide policy and program designs
SHARED SERVICES CENTER (DRAFT)
High Level Roles & Responsibilities
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Question
Where is the location of the
Systemwide SSC?
How many employees will
be in the SSC?
What functions will be
included?
What will NOT be included?
How will the SSC be
structured?
Answer
The 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.
Once all locations have transitioned to UCPath and systemwide
Shared Service Center in 2014, there will probably be between
500-600 employees.
Payroll, Benefits Administration, Leave Management and
Human Resource Workforce Administration
Employee and Labor Relations, Talent and Performance
Management, Recruitment and Staffing activities, and Learning
services
There will be two parts of the systemwide shared service
center. The first is a Contact/Call Center. The second is an
operations center .
More FAQs can be found on the Blink site at:
SHARED SERVICES CENTER (DRAFT)
Frequently Asked Questions
http://ucpath.ucsd.edu/
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• Determine final location of UCPATH Center
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UC Davis and UC Riverside final locations
Decision to be made in May
• Creation of scope of services documents
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Roles & responsibilities between campuses and service center
Will not address production/operations component
Available in May (final version)
• Generation of Blueprint Report
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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
SHARED SERVICES CENTER
Next Steps
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UCPATH TIMELINE
PROJECT TIMELINE
Combined Timeline
PROJECT TIMELINE
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 TIMELINE
Shared Services Center Timeline
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
PROJECT TIMELINE
Important Dates
* 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.
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WRAP UP/OPEN DISCUSSION
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• Stay informed
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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 biweekly 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
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FAQS are posted on the new Blink site. If your question isn’t answered, let
us know!
• Continue involvement/Get involved
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WRAP UP/OPEN DISCUSSION
What Can You Do?
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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• UCOP Website
http://workingsmarter.universityofcalifornia.edu/projects/ucpath/overview/
Overview, case studies,
project team, news &
updates, Q&A
• UCSD Website
http://ucpath.ucsd.edu/
Implementation team
information, general project
information and project
updates
•
WRAP UP/OPEN DISCUSSION
Web Sites and Contact
Email: [email protected]
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WRAP UP/OPEN DISCUSSION
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