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

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

$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

Purpose and Objectives

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)

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?

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

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

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

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?

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

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

Introduction of Financial Data Mart (FDM)

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)

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

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

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

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

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

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

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. 

Cubes, Hierarchies and Measures

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

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

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

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

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

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

Statistics

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

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  

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

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

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

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

DISCUSSION/QUESTIONS Kenneth Bridges Director Enterprise Financial Reporting kbridges@kennesaw.edu 770-499-3422 Dawn Gamadanis Budget and Planning dgamadan@kennesaw.edu 770-499-3293