UNIVERSITY OF CALIFORNIA Building a foundation to enable operational and financial collaboration.

UNIVERSITY OF CALIFORNIA Building a foundation to enable operational and financial collaboration.

Current State 2 Each campus has a different chart of accounts and must map to the OP chart of accounts. The OP chart of accounts is: outdated and is designed to meet limited financial/regulatory reporting requirements. not designed to meet operational reporting needs of the campuses or UC system-wide. For many campuses, some financial transaction processes are paper-based, and/or resource and time intensive.

Current State (cont) 3 The UC campuses do not utilize a set of common financial data definitions making sharing information and communications difficult. Investments in modern technology solutions varies by campus. Most locations have defined their functional requirements and selected systems without sharing resources or best practice solutions for financial transaction processing. Each location is implementing, maintaining, and training end users on its own portfolio of financial systems resulting in duplication of effort and hardware and software cost across the campuses.

Current state (cont) 4 The campus financial systems are in varying degrees of maturity and/or need of replacement. Campus Base Financial Year Implemented Plan for Replacement System UC Berkeley PeopleSoft 1990s No immediate plans UC Davis KFS 4.1 Underway Implementing KFS; completion 2012 UC Irvine Mainframe 1980 Implementing KFS; completion 2013 UCLA Mainframe 1980 ASAP UC Merced UCLA mainframe 1980 ASAP (with UCLA) UC Office of the President UCLA mainframe 1980 ASAP (with UCLA) UC Riverside UCRFS/ PeopleSoft July 1999; upgraded to the web in Jan 2006 No immediate plans UC Santa Barbara Mainframe 1980s ASAP UC Santa Cruz Sungard Banner 1995 No immediate plans. Financial system reassessment planned for 2018. UC San Diego IFIS 1991, web interface upgrades in 1998 and 2009. Gap analysis and assessment planned for 2014. UC San Francisco PeopleSoft 1998 Implementing new COA

Scope and Approach 5 Scope Campuses and medical centers Approach Interviews with Campus, OP and MC financial leadership Inventory of campus financial systems Review of related campus reports Monthly work sessions with controllers (Sept to Feb) Vision UC employs modern, cost efficient, and effective financial systems and processes to support its mission of research, teaching, public service, and patient care.

Short-term Strategies 6 BENEFITS Improved data integrity and quality of output; Provide timely financial reports at a more detailed level; Capture of transactional data at a more detailed and consistent level to provide analytical information and controls; Enable adoption of a consistent financial model; Reduce duplication of effort and rework. Identify opportunities for coordination and collaboration in financial systems across all UC locations. Develop a common chart of accounts and common data definitions to improve operations and reporting. Streamline and standardize chart elements All locations use the same chart New chart is implemented as locations deploy new financial systems. Other locations update existing systems to use the new chart or map their current chart elements to the new chart until they migrate to the common solution. Timeline: June 2012 June 2013

Medium-term Strategies 7 BENEFITS Provide timely access to common financial transaction data for analysis and decision making; Provide the UC with a comprehensive and consistent reporting system; Develop and maintain standard reports and allow for ad hoc reporting across the campuses; Increased query and system performance; Enhance data quality and consistency; Provide historical intelligence; Merge data from disparate data sources. Implement common reporting and decision support tools. Data warehouse All locations feed data using new chart of account elements and common reporting standards. OP corporate financial reporting system (CFR) is either modified or replaced to take advantage of the new chart of accounts. Replacement decision triggers evaluation and selection process. UCLA, OP and Merced implement financial system Pursue a system-wide contract with a vendor to enable other locations to migrate to the shared technology solution. Timeline: June 2013 June 2015

Long-term Strategies 8 BENEFITS Create opportunity to share resources among campuses and OP; Negotiate improved license agreements with vendors; Leverage modern, agile and flexible systems across all campuses; Improve operational efficiency streamline work; Improve ability to keep pace with changing business needs and regulatory requirements; Enable adoption of a comprehensive financial model; Reduce manual effort in developing comprehensive financial reports; Creates a long-term plan that campuses can migrate to over time. Locations migrate to new system based on readiness and appropriateness. Timeline: Campuses migrate over time, when ready and as appropriate.

Critical Success Factors 9 Leverage lessons learned and best practices Develop comprehensive communications and change management strategies Dedicate project resources Create long-term, comprehensive funding model Support long-term return on investment Provide functional leadership and executive support and cross location collaboration