Bob Turner, Chief HR Ocer Maggie Martinez, HR Business Support Sarah Viloria-Diaz, Dir Total Rewards Roberto Blaine, Dir Talent Acquisition Diana Hernandez ,Dir Learning and Career Services Lance Maclean, Dir Facilities Services

1. HUMAN RESOURCES
2014 - 2015
Accomplishments
Bob Turner, Chief HR Officer
Maggie Martinez, HR Business Support
Sarah Viloria-Diaz, Dir Total Rewards
Roberto Blaine, Dir Talent Acquisition
Diana Hernandez ,Dir Learning and Career Services
Lance Maclean, Dir Facilities Services

2. • HR Business Support Dir, Maggie Martinez, HR Business Support
• Total Rewards Dir, Sarah Viloria Diaz
• Dir Talent Acquisition, Roberto Blaine
• Learning and Career Services Diana Hernandez
• Dir Facilities Services, Lance Maclean
Appendix

3. Strategic Priorities
• Clear lines of accountability that simplify processes and drive
efficiency and excellence.
• Recognized leader in improving health outcomes for low income
and vulnerable populations.
• Tailored models of care for the specific needs of our member populations
• A network that aligns reimbursement with member risk and
provider performance

4. HR Aspiration/Vision Statement
“HR is one of the two departments within an organization
that has true corporate-wide responsibilities to ensure the
success of the organization; as such we have to be the
point of the spear in managing change and enduring a
culture of excellence throughout.”
Human Resources Accomplishments
Bob Turner, Chief Human Resources Officer

5. Goals
%
Value
25%
Maximum
Target
Threshold
Maximum
Target
Threshold
Maximum
Target
Threshold
Measurement
Manage Temporary
Agencies/Standardize
Process
Align all departmental
and unit incentive plans
to a goal-based,
corporate goal driven
program
Reduce total
expenditures for
temporary employee
expense
Reduce the number of temporary
agencies by 25%.
MET
Reduced number of temp agencies from 39 to 28 (28%
reduction)
MET
January 5, 2015
MET
April 6, 2015
MET
HRIS Implementation of Goal Management scheduled for
Oct 2015
Convert all temporary agencies to
single LAC contract.
Implement vendor management
software program.
Identify all internal departmental
incentive plans and compare to
entity-wide “thank you” bonus.
Rewrite incentive plans to reflect
SMART structure to reflect business
goals.
Increase average payout of
incentives to 3.0 % or more.
Reduce the total temporary
expense by $1M.
MET
As of 9/09/15 projected savings of $3M on temporary staff
expenses for the 2014-2015 fiscal year. Following initiatives
led to those savings:
1. Bill rate for all temp staff standardized to 45% on 01/01/15.
2. Conversions of temporary staff to FTE
3. Reduction of rate for temporary staff at 520+h from 45% to 35%
4. Temp staff overtime reductions
5. Established L.A. Care internal temp status
6. Filled open positions staffed by temps
Reduce the total temporary
expense by $1.5M.
Reduce the total temporary
expense by $2.0.
Progress/Status
25%
50%

6. HR Business Support
Accomplishments Why Significant to LA CARE?
Development of HR Business Support department utilizing the
HR BusinessPartner model.
The HR Business Partner is a strategic support to department leadership
and managementon a variety of issues
Designed and streamlined efficient record keeping and filing for
personnel files.
Documents within each record are easier to find; records kept by type
and in chronological order; will facilitate transfer to electronic documents
Launched New Employee Orientation program. Promotes engagement of new hires and will contribute to improving
retention and reducing turnover
Re-engineered Exit Interview process.
A formal separation interview offers greatercustomer service to employee;
promotes emphasis on service to our internal customer
Implemented Communication and Leadership training programs by
partnering with ToastMasters International.
Created a new venue and opportunity for employee development and
peer engagement across the organization
Launched new Employee Engagement and Performance Management
programs.
The new approach and related change in nomenclature shifts the process
from being punitive to one that is proactive and positive
Launched Employee Engagement efforts to assess, trend and respond
to employee needs.
Implemented in departments as needed to obtain more meaningful data
to respond to employee and management concerns. Also an engagement
and retention effort

7. Maximum
Target
Threshold
Goals %
Value
40%
MET
Presentation to leadership group
completed on April 2015
MET
8/24/15 MM: The program was piloted;
the program is designed in such a way
that the design will always be in flux.
IN PROGRESS
8/24/15: A draft of the manager's
program can be presented by 8/31/15
MET
Implemented by July 2015
8/24/15 MM: Philosophy statement never
got off the ground the way it was intended.
Can this part be removed from the
measurement?
Measurement
Develop two
comprehensive
orientation
programs for
new hires
Define an onboarding philosophy statement to inform
and guide the design of the orientation programs by
March 30,2015.
Present skeleton outlines of the orientation programs
forreview and approval by the Leadership Group by
May 8, 2015
Flesh out each aspect of the orientation (organizational
history and business line overview, key employee policies
and procedures) by July 2015
Pilot program and submit feedback and final design to
Leadership Group for approval by August 1, 2015.
Design and submit a complementary component to
address on-boarding for managers for Leadership
Group approval by August 31, 2015.
Progress/Status

8. Maximum
Target
Threshold
Pending next steps on job description
project from Sarah.
NOT MET
Cohort will start in September 2015 and
will be completed in December 2015.
Pending next steps on job description
project from Sarah.
MET
Academy will start in September 2015
Identify basic management competencies for L.A. Care and
present the competencies list for approval by the Leadership
Group.
Design a new Management Training Academy to train
managers across the organization in order to bring their
management competencies to the defined organizational
standard.
Take one cohort through the Management Academy by
September 30, 2015.
Identify management competencies for senior
management (directors and above) and
present the list for approval by the
Leadership Group by September 1, 2015.
Goals %
Value
Measurement Progress/Status
35%
In collaboration with
TotalRewards and
Learning and Career
Development, con-
duct a comprehen-
sive review ofexisting
job descriptions and
to define specific job
competencies for
each role.

9. Accomplishments
HR Business Support Continued…
Why Significant to LA CARE?
Rolled out California State mandated training
(AB25, Harassment-Free).
In compliance with state law; new training
platform was very well received across the
organization; kudos from all levels not just on
content but on delivery.

10. Total Rewards
Transitioned the terminated defined benefit
retirement plan (2@62) to the defined
contribution plan. Coordinated the Social
Security referendum. Implemented a
Supplemental Executive Retirement Plan for
eligible employees.
L.A. Care has not participated in Social
Security since 2002. Returning to Social
Security offers employees of L.A. Care a
stable retirement income vehicle.
Accomplishments Why Significant to LA CARE?

11. Accomplishments Why Significant to LA CARE?
Transitioned the terminated defined
benefit retirement plan (2@62)to the
defined contribution plan. Coordinated the
Social Security referendum. Implemented a
Supplemental Executive Retirement Plan
for eligible employees.
Employees will still have the voluntary 457(b) with
brokerage arm to maximize their retirement portfolio.
All employees who elected on February 2, 2015 to
participate in Social Security will contribute to
Social Security effective October 5, 2015. All employees
hired from 2/3/15 and after, will contribute to Social
Security effective October 5, 2015.
Audited and updated the existing position
control system.
A new Supplemental Executive Retirement Plan will be
offered to newly eligible participants who are not part of
the existing Cash Balance Plan for executives.
The position control system assigns a unique number to
each position so we have accurate number of approved
positions. Position control numbers cannot be duplicated
or used for multiple hires. We work with Accounting/
Budgeting and the Staffing Committee for any new or
repurposed position requests.
Total Rewards

12. Accomplishments
Total Rewards
Why Significant to LA CARE?
Conducted market view to align wage
rates and salary ranges to position L.A.
Care to be market competitive.
We conducted the market adjustment to ensure market
competitiveness for positions in the organization whose
salaries have fallen below where the market is for similar
positions held by individuals with the same years of experi-
ence and performance expectations. The market adjustment
ensures that current employees are compensated appropriate-
ly and new hires can be offered market competitive salaries.
Effective date of salary changes was September 7, 2015. The
new salary will be used to calculate the annual merit increas-
es for FY1415.Employees will still have the voluntary 457(b)
with brokerage arm to maximize their retirement portfolio.
All employees who elected on February 2, 2015 to participate
in Social Security will contribute to Social Security effective
October 5, 2015. All employees hired from
2/3/15 and after will contribute to Social
Security effective October 5, 2015.

13. Accomplishments
Total Rewards
Why Significant to LA CARE?
Increased minimum wage rate to $15.00
per hour.
Increased minimum wage rate to $15.00
per hour.
Effective May 4, 2015, we implemented a $15 mini-
mum wage rate, more than four years before the City
of LA’s recent action to do the same will take effect
in July 1, 2020. This new base pay recognizes the
contributions of employees at all levels and have a
positive impact on retention of staff and recruitment
effort.
Effective June 1, 2015, newly hired employees, includ-
ing trainees, will be eligible for applicable L.A. Care
benefits, including health insurance, beginning the
first month following the month of employment. This
change enables employees to start their benefits up
to a month earlier, and enables new hires/newly
eligible employees to have health care coverage
sooner. This is a great recruitment tool.

14. Accomplishments
Total Rewards
Why Significant to LA CARE?
Designed HR Total Rewards internal
procedures manual
Deployed ACA look back process. Implemented
paid sick leave as mandated by AB1522.
The Total Rewards team members documented their
tasks and responsibilities, and have been compiled
into an internal procedures manual, to be used as
reference by the team. The manual will be reviewed
and updated on a regular basis.
Effective January 1, 2014 (our first benefit eligible
were effective June 1, 2015), per ACA, employers are
required to offer minimal health insurance to
variable hour employees who have worked the equiv-
alent of full-time status over the initial and stability
periods. This benefit is for those who are not eligible
for our group medical insurance. We offer employee
and/or children (no spouse) coverage under Kaiser
HMO if in California or Blue Shield PPO if residing
outside California.

15. Accomplishments
Total Rewards
Why Significant to LA CARE?
Deployed ACA look back process.
Implemented paid sick leave as
mandated by AB1522.
As required by the State of California, effective
7/1/15, employers needed to implement a change in
policy that outlines the eligibility, accrual and
payment of sick leave hours for irregularly sched-
uled/non-full-timemployees (those who are not
eligible for PTO benefits). Sick leave enables
employees to take time from work for the diagnosis
and treatment of the employee’s own or that of a
qualifying family member’s illness.
The eligible employee accrues one hour of sick time
for every 30 hours worked, up to 48 hours or six
days accrual per year. The eligible employee may use
up to 24 hours or three days of paid sick leave in
each year of employment.

16. Accomplishments
Total Rewards
Why Significant to LA CARE?
Implemented new HRIS system. L.A. Care requires an efficient and scalable Human
Resource Information System (HRIS) that replaces
current antiquated applications, and addresses the
operational and financial risk associated with its
rapid growth. This new system will promote opera-
tional excellence in supporting L.A. Care staff and its
members. Following the L.A. Care RFP process and
thoroughly vetting selected proposals, L.A. Care
chose SAP Success factors and Benefit focus as the
products to replace the existing Epicor system and
address the HRIS requirements. KPIT was contracted
to perform systems integration.
By end of 2015, Incentive Goal Management, Benefit
Management, Onboarding, Time and Labor, and
Employee Central will be rolled into production. In
2016, Recruiting Management & Marketing, Learning
Management, Performance Management, Succession
Planning, and Career Development Planning are
scheduled for

17. Maximum
Target
Threshold
Maximum
Target
Threshold
Goals
%
Value
Measurement Progress/Status
Fully implement a new HRIS on core
HR module and the performance
management function on schedule by
December 2015.
Benefits Focus: September 2015
Time and Attendance: November
2015
Employee Central/Onboarding:
November 2015
Goal Management: October 2015
MET
RFPs sent 12/08/14
Demostrations completed 2/20/15
Vendor chosen and approved 3/13/15
ON TRACK TO MEET
Scheduled for October 2015
ON TRACK TO MEET
Scheduled for October 2015
NOT MET
Work in progress: September 2015
Policies redlined and processed
ON TRACK TO MEET
Scheduled for September 2015
ON TRACK TO MEET
Scheduled for September 2015
Reviewed and updated the hiring and promotional
guidelines and update relevant HR policies by
February 2015
Met threshold goals plus by April 2015 reviewed all
employee files to gather pertinent information necessary
to make recommendations for possible salary changes;
requested approval for salary changes; requested
budget approval
Met threshold and target goals plus implemented salary
changes, informed affected employees of changes,
updated HRIS on changes by December 2015.
RFPs sent to potential vendors; demonstrations completed
by February 28, 2015, vendor chosen and approved by
March 31, 2015products to replace the existing Epicor
system and address the HRIS requirements. KPIT was
contracted to perform systems integration.
Met threshold goals plus design stage completed; core HR
module and the performance management function are
implemented by December 31, 2015.
Met threshold goals plus design stage completed; core HR
module and the performance management function are
implemented by October 30, 2015

18. Talent Acquisition
Accomplishments Why Significant to LA CARE?
Implemented a vendor management
system to control temporary labor
expenses resulting in 4M in XX period of time.
Need Feedback from HRB Dept. Head
Established a Talent Acquisition
Strategic Plan and created the
Recruitment Review team.
Redesigned employee transfer process.
Developed and implemented “servicelevel
agreement” for Recruiters and
Hiring Managers.
Implemented Hiring Excellence training
for Recruiters.
Improved time to hire metrics from 40
days to 38.8 days.

19. Maximum
Target
Threshold
Talent Acquisition
Roll out scheduled for end of September 2015
NOT MET
A focus group with Hiring Managers completed June
2015. Implemented in July (in a modified version,
without the penalty, pending LT approval).
Implement Service Level
Agreement Form/Process -
Gaining Agreement and
understanding of
recruitment process
Approved Service Level Agreement Form
Completed and Autofill capabilities active by April
30, 2015
PARTIALY MET
Service Level Agreement Form was completed by April
30 (without autofill capabilities) and it was completed
again with Roberto's revisions and with Bob's sign-off
in May.
Propose approved SLA to Leadership for buy-in
and confirmation. Begin discussions with Department
heads. Roll out approved SLA Process to
15 Departments (Accounting , Appeals & Grievances,
HR, BH, BPI, Claims, Clinical Assurance,
Commercial & Group Plan Operations,
Communications, Community Benefit Programs,
Community Outreach and Engagement, Credentialing,
Cultural & Linguistics, PNO and PMO) by May 30, 2015.
Complete Roll out of approved SLA Process to the
remaining 38 Departments
Goals
%
Value
Measurement Progress/Status

20. Maximum
Target
Threshold
Maximum
Target
Threshold
Reduce Total Expenditures
for temporary employee
expense
Reduce the average time
to fill for positions in Pay
Grade A-M
Reduce the total temporary expense by $1M
MET
As of 9/09/15 projected savings of $3M for
the 2014-2015 fiscal year. Following initiatives
led to savings
1. Bill rate for all temp staff standardized to
45% on 01/01/15.
3. Reduction of rate for temporary staff at
520+h from 45% to 35%
5. Established L.A. Care internal temp status
6. Filled open positions staffed by temps
4. Temp staff overtime reductions
2. Conversions of temporary staff to FTE
MET
Average Time to Fill as of 8/17/15 is 38.62 days
MET
Average Time to Fill as of 8/17/15 is 38.62 days
MET
Average Time to Fill as of 8/17/15 is 38.62 days
Reduce the total temporary expense by $1M
Reduce the total temporary expense by $1M
Reduce the average time to fill from 60 days to 45
days
Reduce the average time to fill to 40 days
Reduce the average time to fill to 35 days
Talent Acquisition
Goals
%
Value
Measurement Progress/Status

21. Accomplishments
Learning and Career Services
Why Significant to LA CARE?
Implemented new Telecommuting program.
Launched Incentive Goal process. Restructured Incentive Goals
25 monthly incentives of which 16 had metrics that were not
aligned to organization strategy or monitored. Removed incen-
tive policies that were no longer applicable saving the organiza-
tion dollars.
Updated policies to ensure attendance as a metric was removed
as it conflicted with organization attendance policy and labor law
policies reducing liability for
L.A. care
Annual incentive goals were restructured through HRIS goal
management module to include SMART goals, cascading and
alignment with org strategic priorities.
There was no oversight or monitoring of telecommuters and
telecommuter management system (SONAR). We nowhave a
process to track and approve telecommuters, are vetting a new
systemto replace SONAR as the existing system was not used
or compatible with our ITsystems. We saved the organization
money on licenses we were paying for and not used.

22. Learning and Career Services
Accomplishments Why Significant to LA CARE?
Revamped Education Reimbursement
program.
Eliminated 12 hours of redundant elearning
content saving the organization
$21,500 per year.
Implemented single sign-on for Learning
Management System (LMS).
Initiated Training Commission to
streamline training strategies.
Implemented school partnerships to
further L.A. Care’s internship program.
Allows staff to focus on critical compliance trainings
Savings on licenses and production costs
First cloud based integration for L.A. Care
with an external vendor
Integrated monitoring system to track degrees obtained and
align with recruitment and training needs
Leading training commission for Public health Plans to create
alignment in training initiatives around Cal Medi
Connect and employee development
Call Center Health Careers Customer Service Rep Certification –
customized training to support call center recruitment. Partner-
ships with workforce entities, la chamber of commerce and
CBO’s to provide training opportunities to the community

23. Learning and Career Services
Revamped Education Reimbursement
program.
Immigration Sponsorship Management-
H1B
Mt. St Mary’s Care Management BSN Program-
Customized curriculum to build nurse
pipelines
RN preceptor- build employee engagement
and leadership development. Developed nurse
new ire training program.
Created a streamlined more efficient
process to
Accomplishments Why Significant to LA CARE?

24. Learning and Career Services
MET
Completed in June 2015
NOT MET
Production Incentives
Revisions- identify and
revise production
incentive policy metrics
for high turnover
positions.
Consolidate and analyze all
production incentive policies to assess
for inconsistencies, payout disparities
and identify high turnover positions
by March 30, 2015.
Review and revise production
incentives for high turnover positions
to align metrics with department and
strategic organization goals by
August 2015.
Review and revise 25% of all
production incentives to ensure
metric alignment with JD
competencies and department and
organization goals
Maximum
Target
Threshold
Goals
%
Value
Measurement Progress/Status
MET
All incentive policies were reviewed and
inconsistencies communicated to
respective departments for revisions.
Did not receive all revisions back as
they are dependent on updates to job
descriptions, or delayed by organiza-
tion restructures. Proposing movement
of incentive goals to one annual incen-
tive goal with the exception of a few
production driven departments.

25. Maximum
Target
Threshold
Maximum
Target
Threshold
In collaboration with Total
Rewards and Business
Support Services,
conduct a comprehensive
review of existing job
descriptions and conduct
competency mapping for
positions
In collaboration with Talent
Acquisition, review and revise
current Telecommuting policy to
integrate a robust management
system for remote employee
population.
Initiate the procurement process for a comprehensive
review of job descriptions across the organization by May
2015.
NOT MET
Total rewards in process of job
cancellation. Pending Sarah's
update.
NOT MET
Dependent on Sarah's job
description progress. Waiting on
update
MET
MET
Policy and procedure was
updated. Phase II pilot went live
June 16, 2015.
MET
Policy and procedure was
updated. Phase II pilot went live
June 16, 2015.
MET
Pilot went live on June 16, 2015
with Claims Department.
Define Phase One job descriptions (hard to fill/high
skilled) that will be reviewed and revised by August 2015.
Have processes and data in place to initiate competency
mapping by September 2015.
Review and Revise current Telecommuting policy and
procedure by June 30 2015
Upgrade Medical Management telecommuting staff to new
process and procedure by July 30, 2015.
Launch Phase II Telecommuting pilot with new business
unit by September 2015.
Learning and Career Services

26. Maximum
Target
Threshold
Learning and Career Services
MET
Completed in June 2015
NOT MET
Production Incentives
Revisionsidentify
and revise production
incentive policy metrics
for high
turnover positions.
Consolidate and analyze all production
incentive policies to assess for inconsistencies,
payout disparities and identify high turnover
positions by March 30, 2015.
Review and revise production incentives for
high turnover positions to align metrics with
department and strategic
organization goals by August 2015.
Review and revise 25% of all production incentives to
ensure metric alignment with JD competencies and
department and organization goals.
Goals
%
Value
Measurement Progress/Status
MET
All incentive policies were reviewed and inconsistencies
communicated to respective departments for revisions.
Did not receive all revisions back as
they are dependent on updates to job descriptions, or
delayed by organization restructures.
Proposing movement of incentivegoals to one annual
incentive goal with the exception of a fewproduction
driven departments

27. Accomplishments Facilities
Completed construction of 93,000
sq./ft. of expansion space in the HQ
building.
Completed the department restack in
both HQ and Garland building.
Installed biometric door access
controller on server room.
Completed over 1,000 ergonomic
evaluations to reduce workplace
injuries.
Actively managed workers' Comp
claims to return employees to work
through accommodations.
Actively managed workers' Comp
claims to return employees to work
through accommodations.
Moved approximately 900 employees
into appropriately sized workstations
Meet compliance security requirement
for two part identification for access.
Reduced repetitive motion injuries
resulting in a reduction in cost per claim
($4,691 in 2015 as compared to $28,975
in 2012)
Reduced incurred losses from $665,728
in 2012 to $102,741 in 2015.

28. Maximum
Target
Threshold
Facilities
MET
Phase I moves are scheduled as follows:
• 3rd floor August 14
• 15th floor August 21
• Actual expence: $5,230,475 - 7.8% under budget
MET
• 2nd floor was ready for occupancy September 11
(landlord delayed delivery of the floor because
demolition took longer than expected.) The
construction period was done on schedule.
MET
Phase I (Floor 2, 3, 15) moves are scheduled as follows:
• 3rd floor August 14
• 15th floor August 21
• Actual expence: $5,230,475 - 7.8% under budget
Manage the expansion
spaceconstruction project
for the HQ building Phase I for
floors 2, 3 and 15 consisting of
approximately 51,587sq/ft,
installation of furniture and
coordinating the department
moves for approximately 275
employees within budget
($5,677,000) and on schedule.
The Phase I HQ space TI construction
improvements are completed,
furniture is installed and the departments
are moved to the floors for first
day of occupancy September 18, 2015
and finished on the approved budget
The Phase I HQ space TI construction improvements
are completed,furniture is installed and the
departments are moved to the floors for first
day of occupancy September 11, 2015 and
finished 1% under the approved
budget.
The Phase I HQ space TI construction
improvements are completed,
furniture is installed and the departments
are moved to the floors for first
day of occupancy September
4, 2015 and finished 1.5% under the approved
budget.
Goals
%
Value
Measurement Progress/Status

29. Maximum
Target
Threshold
Maximum
Target
Threshold
ON TRACK
ON TRACK
ON TRACK
Phase II moves are scheduled as follows:
• 6th floor August 7 - completed with BPI and Configuration
team moved in for Maximum.
• 20th floor October 23.• 19th floor October 16;
Manage the expansion space
construction project for the
HQ building Phase II for
floors 6, 19 and 20 consisting
of approximately 31,166sq/
ft., installation of furniture
and coordinating the
department moves for
approximately 200 employees
within budget and on schedule.
Plan, organize and install a
comprehensive way finding
directional signage program
for all LA Care permanent
floors and install locking
display cases in the elevator
lobbies for employee
announcements and events.
The Phase II HQ space TI construction improvements
are completed, furniture is installed and the departments
are moved to the floors for first day of occupancy
November 9, 2015 and finished on the approved budget.
MET
MET
MET
Organization, ordering and installation HQ way
finding directional signage and locking display cases
in all elevator lobbies was completed March 13, 2015.
The Phase II HQ space TI construction improvements
are completed, furniture is installed and the departments
are moved to the floors for first day of occupancy
November 2, 2015 and finished on the approved budget.
The Phase II HQ space TI construction improvements
are completed, furniture is installed and the departments
are moved to the floors for first day of occupancy
November 2, 2015 and finished on the approved budget.
Install way finding directional signage and display
cases in the HQ building to be completed by April 3,
2015.
Install way finding directional signage and display
cases in the HQ building to be completed by April 3,
2015.
Install way finding directional signage and display
cases in the HQ building. Realign elevator lobby
department signage to reflect new department floor
locations and order missing or new department
placards to be completed by March 20, 2015.
Facilities

30. THANK YOU!
Questions & Answers