1. BUDGET AND FINANCIAL REPORTING FOR THE ENTERPRISE
PRESENTED BY
KENNETH BRIDGES
&
DAWN GAMADANIS
KENNESAW STATE UNIVERSITY
Good morning. &
DAWN GAMADANIS
KENNESAW STATE UNIVERSITY
Role at KSU and with respect to KSU FDM
PMO Director role insights on understanding and experience with PeopleSoft and HR/ADP
Introduce Dawn
Introductions
Explain EIM structure
Next slide

2. Agenda Session 1 – Learn about SAS® KSU Financial Data Mart (FDM)
Discussion/Questions
Break
Session 2 – Budget Development and Position Management
Session 3 – Comprehensive Financial Reports and Analytics
Contact Us
Agenda
Introductions of FDM and roadmap of how it began and where we are
Next sessions to demo our specific financial reports and analytics that I will introduce and touch on this morning
Brief introduction on session 2 and 3

3. $347m Budget with over 600 department accounts 2,200+ employees
University Facts
24,600 Students
$347m Budget with over 600 department accounts
2,200+ employees
Five Major Divisions
Eight Academic Colleges
Major Divisions - AAF, Operations, Student Success, President’s office, University Adv., $44m Sponsored Programs Budget
Academic college units – Bagwell College of Education, Wellstar College HHS, Humanities and SS, SCM, ARTS, University College, Coles College of Business, College of Continuing and Professional Education, Graduate College

4. Purpose and Objectives

5. STATEMENT OF PURPOSE
Business intelligence is about effectively managing critical data assets and its transformation into information in such a way that drives strategic planning, executive decision-making, and management reporting throughout your organization. Thus, data drives our need to be well-informed. The statement of purpose is about pursuing continuous improvement to be well-informed, to provide self-servicing of information on the desktop, and positively effect decision support at all levels of the organization.
DEFINITION OF BUSINESS INTELLIGIENCE
BE WELL-INFORMED, SELF-SERVICING OF INFORMATION, AND POSITIVELY EFFECT DECISION SUPPORT
LETS TAKE A LOOK AT SOME CASE STUDIES (NEXT SLIDE)

6. CASE STUDIES
Grants Post-Award office spent routinely up to two weeks, sometime longer, to data enter and reconcile grants in QuickBooks and compile reports to send to Principal Investigators. Business Managers ran multiple PeopleSoft reports and queries daily, data enter into QuickBooks, to reconcile accounts and summarize information into reports for Deans and Chairs. Budget and Planning Office spent most of time in data entry mode for Budget Prep instead of analyzing the data; lacked ability to track position funding changes during the year and unable to provide personal service changes to department managers.
Common traits –
MORE TIME AND EFFORT SPENT ON DATA ENTRY, RECONCILING, AND SUMMARIZATION (REPORTING) AND MUCH LESS ON PROACTIVE MONITORING AND ANALYSES?
MANAGERS HAVING TO WAIT FOR INFORMATION?

7. FACTOID
With over 600 local public queries plus hundreds of private ones to choose from or model from more than 300+ BOR delivered queries, pulling data from PeopleSoft can be somewhat challenging for most users to navigate which on occasion results in…well, you know
PEOPLESOFT IS ABLE TO PROCESS AND STORE THOUSANDS AND THOUSANDS OF TRANSACTIONS – BIT IT’S A BIT OF A CHALLENGR AS THIS SLIDE SUGGESTS TO PULL AND ANALYZE THIS HUGE AMNOUNTS OF DATA QUICKLY AND EFFICIENTLY

8. KEY OBJECTIVES
Establish a robust, scalable, and practical alternative to meeting KSU’s institutional demands for enterprise intelligence and analytics
Provide easy access to financial information and analytics for decision support, strategic initiatives, and executive management reporting
Provide self-service functionality for users to build, customize, and share reports with common data dictionary, dimensions, and measures through a secure portal
FIRST BULLET – INFORMATION-CENTRIC
SECOND – CUSTOMER-CENTRIC
TECHNOLOGY-CENTRIC

9. Focus on Customer Needs
LETS FOCUS ON THE CUSTOMER FOR A MINUTE

10. LISTEN TO OUR CUSTOMERS
Enhance and streamline budget development and reporting
Ability to perform financial analytics for budget and planning
Easy-to-use self-service reporting tools for enterprise
Manage financial data integration to better enable decision support
Support budget management tracking and accountability
Promote data quality and integrity with “one version of the truth”
CUSTOMER-FOCUSED OBJECTIVES
VOC Goal1 –HOW CAN WE ENABLE THE OFFICE OF BUDGET AND PLANNING TO PERFORM THE BUDGET PREPARATION PROCESS UNDER TIGHTER TIME SCHEDULE, WORKING WITH LARGE AMOUNTS OF DATA, WITH LIMITED FUNCTIONALITY OF THE PEOPLESOFT BUDGET PREP SYSTEM TO QUICKLY AND EASILY PERFORM SUMMARY AND AGGREGATIONS, DIFFICULTY BALANCE FUNDS AND UNITS WITHIN FUNDS, AND REDUCE TIME AND LABOR TO DISSEMINATE BUDGET SCHEDULES
VOC Goal 2 –BUDGETING AND PLANNING HAS AND WILL CONTINUES TO BE A VERY CRITICAL FUNCTION IN THIS AGE OF SHRINKAGE ENROLLMENTS AND SHRINKING BUDGETS
VOC Goal 3 –SERVICE REPORTING TOOLS ON THE WEB FOR ALL LEVELS OF THE ORGANIZATION, FROM ADMINISTRATIVE PERSONNEL TO VPS, DEANS, CHAIRS, AND DEPARTMENT MANAGERS – IN OTHER WORDS, EASY ENOUGH WITHOUT LEARNING A NEW SOFTWARE SYSTEM
VOC Goal 4 – VERY IMPORTANTLY AND CRITICAL WAS TO INTEGRATE VARIOUS DATA SOURCES INTO ONE COHERENT OR COGENTFRAMEWORK TO ENABLE BETTER DECSION SUPPORT – PEOPLESOFT, BANNER RECEIVABLES, ADP, WORKS PCARD, E-PRO, AND THE ABILITY TO EASILY BUILD INTO THE DATA MART OTHER EXTERNAL SOURCES AS NEEDED
VOC Goal 5 – ANOTHER VERY IMPORTANT DIRECTIVE WAS TO ENABLE ACCOUNTABILITY FOR BUDGET MANAGERS AND DECISION MAKERS IN TRACKING BUDGET AND EXPENDITURES AND SPEND ANALYTICS
VOC Goal 6 – FOUNDATIONALLY, PROVIDE A FRAMEWORK FOR FINANCIAL ANALYTICS THAT DRIVES AND PROMOTES DATA QUALITY AND INTEGRITY WITH ONE VERSION OF THE TRUTH THROUGH A STANDARD AND CONSISTENT DATA MODEL. I LIKE TO SAY THIS IS ONE ASPECT THAT’S CONTINUOUSLY A WORK-IN-PROGRESS BECAUSE NO MATTER HOW WELL YOUR STANDARD IS, YOU MUST ALWAYS ACCOUNT FOR HUMAN ERRORS. REGARDLESS, DATA ELEMENTS SHOULD HAVE A CONSISTENT MEANING AND DEFINITION.
How did we synergize these goals into a cohesive data model?

11. KSU COMMON CHALLENGES
ERPs lack robust reporting tools and analytics
Queries are hard to learn and very often require exporting to Excel for further aggregation and analyses
Shadows systems proliferate as a means to track and reconcile accounts for business managers and grants post-award office
Information not easily shared and data not securely distributed
Inability to obtain revenue, expenditure, and budget data at multiple organizational levels
Budget managers were being held accountable but lacked adequate tools to track budgets and spending
PeopleSoft terminology oftentimes misunderstood – what’s in pre-encumbrance as opposed to an encumbrance? Why should I care?
Inability to set aside/reserve funds for future spending and have it reflected in remaining balances
We had much to overcome as this next slide outlines.
Organization knowledge of using ERP usually disparate among few users, Access to data usually limited to system maintainers and power users, Internal/external requests for information quite often require many hours to produce desired outcomes, Data managers lack sufficient reporting tools to track key performance metrics

12. DATA ENABLERS Accessibility To multiple (unlimited) data sources +
Transparency
For common version of the truth
Consistency
To strengthen data quality and data integrity
Safeguard
To secure data for confidentiality
on a need to know basis
Ease of Use
Transition is intuitive and familiar

13. Introduction of Financial Data Mart (FDM)

14. FDM TIMELINE
2010
Financial Data Mart build began (ETL Loads, Tables, Metadata)
2011
Initial Cubes and Information Maps (metadata) developed
2012
Released Comprehensive Financial Report (CFR) and Budget Preparation report set
2013
Released Position Management and Vacancy Lag report set
Released Grants (Sponsored) report set
Released Fraud Detection (encumbrances) report utilizing Forecast Server
2014
Planned release of new Key Performance Metrics dashboard analytics
Planned completion of CFR Enhancements
Tools used -OLAP CUBE STUDIO, WEB REPORT STUDIO, INFORMATION MAP STUDIO (IMS), SAS ADD-ON FOR MICROSFT WORD AND EXCEL
IN 2007, WE MERGED OUR INSTITUTIONAL RESERARCH (IR) AND INSTITUTIONAL EFFECTIVENESS (IE) UNITS TO FORM ENTERPRISE INFORMATION MANAGEMENT. THAT WAS A SIGNIFICANT MILESTONE THAT SET FORTH THE MISSION WE NOW EMBRACED THROUGH THE D3 INITIATIVE.
SAS WAS CHOSEN FOR OUR BI/DW SOLUTION USING THEIR “ENTERPRISE INTELLIGENCE SUITE FOR EDUCATION SOFTWARE.”
IT WENT INTO PRODUCTION AS OUR VIRTUAL INFORMATION CENTER AND WEB SITE IN 2008.
THEN BEGAN THE EFFORT TO EXTRACT, TRANSFORM, AND LOAD DATA FROM PEOPLESOFT, BANNER, AND ADP ERP SYSTEMS, AND MAPPING SIGINICANT AMOUNTS OF DATA ELEMENTS USING CONSISTENT METADATA STANDARDS AND HUNDREDS OF INFORMATION MAPS INTO OUR FINANCIAL DATA MART, AS PART OF THE KENNESAW STATE ENTERPRISE DATAWAREHOUSE –INCLUDING ACADEMIC DATA MART AND AN HR DATA MART, WITH WHICH FINANCIALS ALSO PULLS FROM.
WHAT WERE THE GUIDING PRINCIPLES OR FACTORS DETERMINED STRATEGY TO DEPLOY THE FINANCIAL DATA MART? (NEXT SLIDE)

15. FDM SOURCE DATA FINANCIAL DATA MART OTHER DATA SOURCES Financials
PeopleSoft
ADP
Banner
FINANCIAL DATA MART
OTHER DATA SOURCES

16. FDM SCHEMA PROCESS * Nightly Refresh Monday - Friday
(PSFIN Table Copy/Link to Banner and ADP Schema)
EXTRACT
(Apply Rules and Filters)
TRANSFORM
(Detail Data Store)
LOAD
(Cube Rebuilds)
OLAP
BUDGET DATA – original, amended
KK DATA – used to map transaction chain e-pro to purchase order encumbrance to expenditure
REQ DATA – Open , Pays
* Nightly Refresh Monday - Friday

17. FDM ETL PROCEDURES ETL Procedure Process Source Data
A - Foundation Tables
Copy
Account, Department, Fund, Class, Program, Project Grants tables
B - Financial KK
KK Budget, Ledger KK, KK Activity, KK Source, KK Referenced tables
C – GL Tables
PersServBOR, JGEN BOR Tables, GL Journals, Ledger tables
D – Other PS Tables
Expense Sheet, PO, Receiver, Requisition, Speed Chart, Speed Type tables
E – Accounts Payable
Voucher, Line, Acctg Line, Payments, Payment Voucher XREF, Vendor tables
F – Budget Preparation
All Budget Prep tables
G, H1 – H3, J, M
Transform
Local copied source FIN tables
L – Position Management
Package
Local source FIN tables & ADP DW Schema
P – Integration
Push data
From FDM to other database systems

18. FDM USER PERSPECTIVES User Groups Data Perspective Budget and Planning
Budget, Actuals, Positions –
Budget Global, Financial Global
Finance and Accounting
Actuals – Financial Global
Procurement and Contracting
Internal Audit
Office of Research – Post Awards
Budget, Actuals, A/R Sponsored –
Grants Secure
Business Affairs Managers (Academic Units)
Financial Secure
Deans and Chairs (Academic Units)
Administrators and Department Managers
GLOBAL VIEW & SECURE BASED ON ROLE AND RESPONSIBILITIES

19. FDM DATA PERSPECTIVES BUDGET DATA EMPOYEE DATA JOB DATA PAYROLL DATA
GLOBAL
BUDGET
BUDGET DATA
EMPOYEE DATA
JOB DATA
PAYROLL DATA
POSITION DATA
BUDGET PREP DATA
POSITION MANAGEMENT DATA
FINANCIAL GLOBAL
JOURNAL DATA
A/R DATA
VENDOR DATA
VOUCHER DATA
PO AND RECEIVER DATA
REQUISITION DATA
KK TRANSACTION LIFE-CYCLE DATA
P-CARD DATA
AGENCY FUND
SHIPMENT DATA
FINANCIAL SECURE
REVENUE DATA
EXPENSES DATA
ENCUMBRANCES DATA
FUND BALANCES
VENDOR SPEND DATA
USER SECURITY DATA
GRANTS SECURE
DIRECT REVENUE
EXENSES DATA
EMPLOYEE DATA
INDIRECTS DATA
BUDGET DATA – original, amended
KK DATA – used to map transaction chain e-pro to purchase order encumbrance to expenditure
REQ DATA – Open , Pays

20. FDM DATA DIMENSIONS BUDGET PERIOD FISCAL YEAR QUARTER ACCOUNTING MONTH
TIME
BUDGET PERIOD
FISCAL YEAR
QUARTER
ACCOUNTING MONTH
ORGANIZATION
DIVISION UNIT
DEPARTMENT
FUND
PROJECT ID
CLASS
PROGRAM
ACCOUNT
DESCRIPTIVE NAMES
ACCOUNT NAME
MANAGER NAME
DEPARTMENT NAME
EMPLOYEE NAME
PROGRAM FUNCTION
FUND NAME
DIVISION NAME
CLASS NAME
ACCOUNT ROLLUP NAME
PROJECT NAME
POSITION TITLE
POSITION/EMPLOYEE
POSITION NUMBER
EMPLID
JOB CODE
PAYGROUP
ACCOUNT CODE
EARNINGS CODE
BUDGET DATA – original, amended
KK DATA – used to map transaction chain e-pro to purchase order encumbrance to expenditure
REQ DATA – Open , Pays

21. Comprehensive Financial Reports (CFR)
KSU FDM MODEL
Comprehensive Financial Reports (CFR)
Model
Budget and Planning
Position Management
Budget Preparation
Budget to Actual
Division/Units
Budget to Actuals
Vendor Spend
Proposed Budgets
Position Amendments
Inventory Management
Distribution Analytics
Contract and Grants
Private Investigators Reports
Grant Accountants & Control Reports
Spend Activity
Payroll Activity
Risk Management
Internal Audit
Unit Assessments
Fraud Detection
Financial Services/ Procurement and Contracting
Vendor Profiles
Vendor Risk
Open Requisitions/Purchase Orders
Fact Book and Surveys
Financial Profiles
Survey Data
The creation of CFR reports (Cost Element by Summary, Spend Activity, and Payroll Detail) have made it possible for the grants office to give up using a shadow system.  This has saved time on data entry for each grant expenditure.  Additionally, time is saved from not having to download and export monthly reports for the project directors. 
The creation of Grant Billing Detail reports (Cumulative Spend Activity, Spend Activity, Cumulative Payroll Details, Payroll Details, Indirects Reporting) have made the billing process faster and more accurate.  Billing has gone from a 7-10 process to a 2-3 day process. 
The creation of Grant Reconciliation Reports (Accounts Receivables Report, Deposit Details, Direct Revenue Reports, Cumulative Direct Revenue Reports) have made the reconciliation process more efficient. We are able to catch errors that in the past we were only catching by happenstance. We are able to spend more time analyzing data rather than running reports to view the data.
Prior to using SAS we were spending approximately 2 weeks running reports and reconciling our shadow system to PeopleSoft. 

22. Cubes, Hierarchies and Measures

23. FDM OLAP CUBES BUDGET PREP BUDGET GLOBAL
ADP Code Exceptions
Aggregate Detail
Fringe Exceptions
Grant Positions
Lump Sum Variances
OBP Fund by Expense
OBP Fund by Function
Personal Services
Position Counts
Position Employee Exception
Budget Position Management View (new)
Comprehensive Financial Report (CFR) Global
CFR Budget Global
CFR Encumbrance Global
CFR Expenses Global
CFR Payroll Global
CFR Personnel Services Global
CFR Revenue Global
BUDGET DATA – original, amended
KK DATA – used to map transaction chain e-pro to purchase order encumbrance to expenditure
REQ DATA – Open , Pays

24. FDM SAMPLE OLAP CUBES FINANCIAL SECURE FINANCIAL GLOBAL GRANTS
Comprehensive Financial Report (CFR) Secure
CFR Budget Secure
CFR Encumbrance Secure
CFR Expenses Secure
CFR Payroll Secure
CFR Personnel Services Secure
CFR Revenue Secure
Vendor Risk Payments Secure
Transportation Secure
Financial Encumbrance (Fraud Detection)
Vendor Risk Payments Global
Transportation Global
BUDGET DATA – original, amended
KK DATA – used to map transaction chain e-pro to purchase order encumbrance to expenditure
REQ DATA – Open , Pays
GRANTS
Grants Cube Global
Grants Cube Secure

25. FDM SAMPLE HIERARCHIES
DIMENSION
PERSPECTIVE
HIERARCHY
FISCAL YEAR
FINANCIAL
FISCAL YR/DIV/DEPT/FUND/PROJNM/ACCT ROLLUP/ACCT NAME
FISCAL YR/FUND/CLASS/ACCT ROLLUP/ACCT NAME/DEPT
FISCAL YR/DIV/DEPT/FUND/CLASS NM/PROJ NM/ACCT ROLLUP/ACCT NAME
FISCAL YR/FUND/CLASS NM/ACCT ROLLUP/ACCT NAME/DEPT
FISCAL YR/FUND/DEPT/CLASS NM/PROJ NM/ACCT ROLLUP/ ACCT NAME
BUDGET PERIOD
BUDGET
BUDGET PERIOD/FUND/CLASS/DEPT
BUDGET PERIOD/DIV/DEPT/FUND
BUDGET PERIOD/POS NBR/EMPLID/EMP NAME/ACCT CD
PROJECT NAME
GRANTS
PROJ NM/BUD REF/ACCTG PERIOD
PROJ NM/BUD REF/ACCTG PERIOD/BUD ACCT TYPE/ACCT NAME
PROJ NM/BUD ACCT TYPE/ACCT ROLLUP/ACCT NAME
Grants – usually concern with project life cycle
BUDGET DATA – original, amended
KK DATA – used to map transaction chain e-pro to purchase order encumbrance to expenditure
REQ DATA – Open , Pays

26. FDM DATA MEASURES Budget Financial Sum of Budget Amount
Sum of Proposed Revenue
Sum of Proposed APPROP
Sum of Proposed ORG
Sum of Proposed Budget
FTE Counts
Sum of Current Salary
Sum of Temporary Amended
Sum of Permanent Amended
Sum of Next Year Base Budget
Sum of Total Budget Amount
Sum of Total Fund Balances
Sum of Total Expenses
Sum of Pre-encumbrance Amount
Sum of Encumbrance Amount
Sum of Expended Amount
Sum of P-Card Amount
Sum of Reserve Amount (Departmental Set-Asides)
Sum of Free Balance
Sum of Payroll Expenses
BUDGET DATA – original, amended
KK DATA – used to map transaction chain e-pro to purchase order encumbrance to expenditure
REQ DATA – Open , Pays

27. FDM DATA MEASURES Financial Sum of Personal Services
Sum of Non-Personal Services
Sum of Revenue Amount
Risk Transaction Count
Sum of PO Quantity
Sum of Quantity Received
Sum of Quantity Remaining
BUDGET DATA – original, amended
KK DATA – used to map transaction chain e-pro to purchase order encumbrance to expenditure
REQ DATA – Open , Pays

28. FDM DATA MEASURES BUDGET PREP Sum of APPROP Variance
Sum of Current APPROP
Sum of Current Grant
Sum of Current ORG
Sum of Current Revenue
Sum of Current Salary
Distributed Proposed Salary
Sum of Equity Adjustment
Distinct Count of FTE
Sum of Total Fund Balance
Sum of FTE
Sum of Grant Variance
Sum of ORG Variance
Sum of Proposed APPROP
Sum of Proposed Budget Salary
Sum of Proposed Fringe Estimate
Sum of Proposed Grant
Sum of Proposed ORG
Sum of Proposed Revenue
Sum of Proposed Employee Salary
Sum of Revenue to Expense Variance
Sum of Revenue Variance
Sum of Supplement Amount
Sum of Total Expenses
Sum of Distributed Salary
Sum of Distributed Budget
BUDGET DATA – original, amended
KK DATA – used to map transaction chain e-pro to purchase order encumbrance to expenditure
REQ DATA – Open , Pays

29. Statistics

30. FDM USER ACCOUNTS
Growth in project managers attributed to us working closely with Office of Research’s Post Award unit and implementing new Grant Reports to Principal Investigators

31. FDM PROJECT PORTFOLIO Definitions:
Accountability – Enabling projects which provide users with analytics and reports to support budget oversight and reporting. This shall include but is not limited to solutions to monitor and report the financial health of a department or organizational unit.
Regulatory – Enabling projects which provide users with analytics and reports to support risk management, audit and compliance, and data governance. This shall include but is not limited to solutions to monitor and report data anomalies in high risk areas and to produce assessment reports.
Strategic – Enabling projects which provide users with analytics and reports to support key performance metrics and indicators across all levels of an organization. This shall include but is not limited to SAS® solutions to measure and report key performance indicators through the use of dashboard and graphs.
Support – Projects and activities which support all users and portfolios. This shall include but is not limited to data analysis and design, project management, user training, and production support.
EIM Portfolio Total 79
Strategic 2
Accountability 60
Regulatory 5
Support 12
Total 79

32. FUNCTIONAL USER ORGANIZATION
Other include Academic Units, Audit and Compliance (Internal Audits)

33. BUDGET AND FINANCIAL REPORTING FOR THE ENTERPRISE SAS® Reports and Analytics Portfolio
Budget and Planning
Budget Preparation
CURRENT Budget Preparation - Fund Balance Detail
CURRENT Budget Preparation - Fund Balance Summary
CURRENT Budget Preparation - Fund Balance Department Rollup
CURRENT Budget Preparation - Fund Balance Department Detail
CURRENT Budget Preparation - Distribution Percents less than 100
CURRENT Budget Preparation - Inactive Positions
CURRENT Budget Preparation - Lump Variances
CURRENT Budget Preparation - Fund Balance Personal Services Detail
CURRENT Budget Preparation - Fund Position Counts
REV Budget Preparation - Revenue Changes
APPROP Budget Preparation - Non-Personal Services Changes
PSV Budget Preparation - Personal Services Charges
Budget and Planning (continued)
AGGREGATE Budget Preparation - Fund Balance Summary
AGGREGATE Budget Preparation - Fund Balance Detail
AGGREGATE Budget Preparation - Department Fund Balance
AGGREGATE Budget Preparation - Department with Negative Account Balances
AGGREGATE Budget Preparation - Department with non-zero Balances by PeopleSoft Chartfields
AGGREGATE Budget Preparation - Grant Positions
AGGREGATE Budget Preparation - Summer Faculty Positions
AGGREGATE Budget Preparation - Part Time Faculty Positions
AGGREGATE Budget Preparation - Year over Year Comparison
AGGREGATE Budget Preparation - Active Budgeted Positions
AGGREGATE Budget Preparation - OPB Fund by Expense
AGGREGATE Budget Preparation - OPB Fund by Function

34. BUDGET AND FINANCIAL REPORTING FOR THE ENTERPRISE SAS® Reports and Analytics Portfolio
Budget and Planning (continued)
Budget Preparation
EXCEPTIONS Budget Preparation - ADP Code Exceptions
EXCEPTIONS Budget Preparation - Fringe Cube Exceptions
EXCEPTIONS Budget Preparation - Fringe Exceptions
EXCEPTIONS Budget Preparation - Position EMPLID Exceptions
EXCEPTIONS Budget Preparation - ZERO APPROP/ALL PROJGRT
Budget - Proposed Budget Schedules
Notes and Instructions
Department Budget Summary
Detail Personal Services
Division Budget Summary
Budget - Amendment Postings
Format Status
Budget - CFR Global
CFR Statistics
CFR Consolidated
CFR Fund Balance
CFR Fund Balance by Account Category
CFR Budget
CFR Revenue
CFR Revenue by Period
CFR Expenditures
CFR Expenditures by Period
CFR Travel Expenditures
CFR Personal Services Expenditures
CFR Operating and Equipment Expenditures
CFR Pre-Encumbrances and Reserves
CFR ADP Payroll Information
CFR Indirects

35. BUDGET AND FINANCIAL REPORTING FOR THE ENTERPRISE SAS® Reports and Analytics Portfolio
Budget and Planning (continued)
Budget Preparation
EXCEPTIONS Budget Preparation - ADP Code Exceptions
EXCEPTIONS Budget Preparation - Fringe Cube Exceptions
EXCEPTIONS Budget Preparation - Fringe Exceptions
EXCEPTIONS Budget Preparation - Position EMPLID Exceptions
EXCEPTIONS Budget Preparation - ZERO APPROP/ALL PROJGRT
Budget - Proposed Budget Schedules
Notes and Instructions
Department Budget Summary
Detail Personal Services
Division Budget Summary
Budget - Amendment Postings
Format Status
Budget - CFR Global
CFR Statistics
CFR Consolidated
CFR Fund Balance
CFR Fund Balance by Account Category
CFR Budget
CFR Revenue
CFR Revenue by Period
CFR Expenditures
CFR Expenditures by Period
CFR Travel Expenditures
CFR Personal Services Expenditures
CFR Operating and Equipment Expenditures
CFR Pre-Encumbrances and Reserves
CFR ADP Payroll Information
CFR Indirects

36. DISCUSSION/QUESTIONS
Kenneth Bridges
Director
Enterprise Financial Reporting
Dawn Gamadanis
Budget and Planning