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BUDGET AND FINANCIAL REPORTING FOR THE ENTERPRISEPRESENTED BYKENNETH BRIDGES& DAWN GAMADANIS KENNESAW STATE UNIVERSITY

Good morning. & DAWN GAMADANIS KENNESAW STATE UNIVERSITYRole at KSU and with respect to KSU FDMPMO Director role insights on understanding and experience with PeopleSoft and HR/ADPIntroduce Dawn

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1AgendaSession 1 Learn about SAS KSU Financial Data Mart (FDM)Discussion/QuestionsBreak

Session 2 Budget Development and Position ManagementDiscussion/QuestionsBreak

Session 3 Comprehensive Financial Reports and AnalyticsDiscussion/Questions

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Introductions of FDM and roadmap of how it began and where we areNext sessions to demo our specific financial reports and analytics that I will introduce and touch on this morningBrief introduction on session 2 and 32University Facts24,600 Students$347m Budget with over 600 department accounts2,200+ employeesFive Major DivisionsEight Academic Colleges

Major Divisions - AAF, Operations, Student Success, Presidents office, University Adv., $44m Sponsored Programs BudgetAcademic 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

3Purpose and ObjectivesSTATEMENT OF PURPOSEBusiness 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 INTELLIGIENCEBE WELL-INFORMED, SELF-SERVICING OF INFORMATION, AND POSITIVELY EFFECT DECISION SUPPORT

LETS TAKE A LOOK AT SOME CASE STUDIES (NEXT SLIDE)5CASE STUDIESGrants 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?6FACTOIDWith 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 inwell, you know

PEOPLESOFT IS ABLE TO PROCESS AND STORE THOUSANDS AND THOUSANDS OF TRANSACTIONS BIT ITS A BIT OF A CHALLENGR AS THIS SLIDE SUGGESTS TO PULL AND ANALYZE THIS HUGE AMNOUNTS OF DATA QUICKLY AND EFFICIENTLY7KEY OBJECTIVESEstablish a robust, scalable, and practical alternative to meeting KSUs institutional demands for enterprise intelligence and analyticsProvide easy access to financial information and analytics for decision support, strategic initiatives, and executive management reportingProvide 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-CENTRICSECOND CUSTOMER-CENTRICTECHNOLOGY-CENTRIC

8Focus on Customer NeedsLETS FOCUS ON THE CUSTOMER FOR A MINUTE9LISTEN TO OUR CUSTOMERSCUSTOMER-FOCUSED OBJECTIVESVOC 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 THATS 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?

10KSU COMMON CHALLENGESERPs 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 whats 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 balancesWe 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

11DATA ENABLERSAccessibilityTo multiple (unlimited) data sources+TransparencyFor common version of the truth+ConsistencyTo strengthen data quality and data integrity+SafeguardTo secure data for confidentiality on a need to know basis+Ease of UseTransition is intuitive and familiar

Introduction ofFinancial Data Mart (FDM) 2010Financial Data Mart build began (ETL Loads, Tables, Metadata)2011Initial Cubes and Information Maps (metadata) developed2012Released Comprehensive Financial Report (CFR) and Budget Preparation report set2013Released Position Management and Vacancy Lag report set2013Released Grants (Sponsored) report set2013Released Fraud Detection (encumbrances) report utilizing Forecast Server2014Planned release of new Key Performance Metrics dashboard analytics2014Planned completion of CFR EnhancementsFDM TIMELINETools 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)14FDM SOURCE DATAOTHER DATA SOURCES15FDM SCHEMA PROCESS* Nightly Refresh Monday - FridayBUDGET DATA original, amendedKK DATA used to map transaction chain e-pro to purchase order encumbrance to expenditureREQ DATA Open , Pays16FDM ETL PROCEDURESETL ProcedureProcessSource DataA - Foundation Tables

CopyAccount, Department, Fund, Class, Program, Project Grants tablesB - Financial KK

CopyKK Budget, Ledger KK, KK Activity, KK Source, KK Referenced tablesC GL TablesCopyPersServBOR, JGEN BOR Tables, GL Journals, Ledger tablesD Other PS TablesCopyExpense Sheet, PO, Receiver, Requisition, Speed Chart, Speed Type tablesE Accounts PayableCopyVoucher, Line, Acctg Line, Payments, Payment Voucher XREF, Vendor tablesF Budget PreparationCopyAll Budget Prep tablesG, H1 H3, J, M TransformLocal copied source FIN tablesL Position ManagementPackageLocal source FIN tables & ADP DW SchemaP IntegrationPush dataFrom FDM to other database systemsFDM USER PERSPECTIVESUser GroupsData PerspectiveBudget and Planning

Budget, Actuals, Positions Budget Global, Financial GlobalFinance and Accounting

Actuals Financial GlobalProcurement and ContractingInternal Audit Office of Research Post AwardsBudget, Actuals, A/R Sponsored Grants SecureBusiness Affairs Managers (Academic Units)Budget, Actuals, Positions Financial SecureDeans and Chairs (Academic Units)

Administrators and Department Managers GLOBAL VIEW & SECURE BASED ON ROLE AND RESPONSIBILITIES18FDM DATA PERSPECTIVESBUDGET DATA original, amendedKK DATA used to map transaction chain e-pro to purchase order encumbrance to expenditureREQ DATA Open , Pays19FDM DATA DIMENSIONSBUDGET DATA original, amendedKK DATA used to map transaction chain e-pro to purchase order encumbrance to expenditureREQ DATA Open , Pays20

KSU FDM MODELThe 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.

21Cubes, Hierarchies and MeasuresFDM OLAP CUBESBUDGET PREPBUDGET GLOBALBudget PrepADP Code ExceptionsAggregate DetailFringe ExceptionsGrant PositionsLump Sum VariancesOBP Fund by ExpenseOBP Fund by FunctionPersonal ServicesPosition CountsPosition Employee ExceptionBudget Position Management View (new)

Comprehensive Financial Report (CFR) GlobalCFR Budget GlobalCFR Encumbrance GlobalCFR Expenses GlobalCFR Payroll GlobalCFR Personnel Services GlobalCFR Revenue Global

BUDGET DATA original, amendedKK DATA used to map transaction chain e-pro to purchase order encumbrance to expenditureREQ DATA Open , Pays23FDM SAMPLE OLAP CUBESFINANCIAL SECUREFINANCIAL GLOBALComprehensive Financial Report (CFR) SecureCFR Budget SecureCFR Encumbrance SecureCFR Expenses SecureCFR Payroll SecureCFR Personnel Services SecureCFR Revenue SecureVendor Risk Payments SecureTransportation Secure

Financial Encumbrance (Fraud Detection)Vendor Risk Payments GlobalTransportation GlobalGRANTSGrants Cube GlobalGrants Cube Secure

BUDGET DATA original, amendedKK DATA used to map transaction chain e-pro to purchase order encumbrance to expenditureREQ DATA Open , Pays24FDM SAMPLE HIERARCHIESDIMENSIONPERSPECTIVEHIERARCHYFISCAL YEARFINANCIALFISCAL YR/DIV/DEPT/FUND/PROJNM/ACCT ROLLUP/ACCT NAMEFISCAL YR/FUND/CLASS/ACCT ROLLUP/ACCT NAME/DEPTFISCAL YR/DIV/DEPT/FUND/CLASS NM/PROJ NM/ACCT ROLLUP/ACCT NAMEFISCAL YR/FUND/CLASS NM/ACCT ROLLUP/ACCT NAME/DEPTFISCAL YR/FUND/DEPT/CLASS NM/PROJ NM/ACCT ROLLUP/ ACCT NAMEBUDGET PERIODBUDGETBUDGET PERIOD/FUND/CLASS/DEPTBUDGET PERIOD/DIV/DEPT/FUNDBUDGET PERIOD/POS NBR/EMPLID/EMP NAME/ACCT CDPROJECT NAMEGRANTSPROJ NM/BUD REF/ACCTG PERIODPROJ NM/BUD REF/ACCTG PERIOD/BUD ACCT TYPE/ACCT NAMEPROJ NM/BUD ACCT TYPE/ACCT ROLLUP/ACCT NAMEGrants usually concern with project life cycle

BUDGET DATA original, amendedKK DATA used to map transaction chain e-pro to purchase order encumbrance to expenditureREQ DATA Open , Pays25FDM DATA MEASURESBudgetFinancialSum of Budget AmountSum of Proposed RevenueSum of Proposed APPROPSum of Proposed ORGSum of Proposed BudgetFTE CountsSum of Current SalarySum of Temporary AmendedSum of Permanent AmendedSum of Next Year Base BudgetSum of Total Budget Amount

Sum of Total Fund BalancesSum of Total ExpensesSum of Pre-encumbrance AmountSum of Encumbrance AmountSum of Expended AmountSum of P-Card AmountSum of Reserve Amount (Departmental Set-Asides)Sum of Free BalanceSum of Payroll ExpensesBUDGET DATA original, amendedKK DATA used to map transaction chain e-pro to purchase order encumbrance to expenditureREQ DATA Open , Pays26FDM DATA MEASURESFinancialSum of Personal ServicesSum of Non-Personal ServicesSum of Revenue AmountRisk Transaction CountSum of PO QuantitySum of Quantity ReceivedSum of Quantity Remaining

BUDGET DATA original, amendedKK DATA used to map transaction chain e-pro to purchase order encumbrance to expenditureREQ DATA Open , Pays27FDM DATA MEASURESBUDGET PREPSum of APPROP VarianceSum of Current APPROPSum of Current GrantSum of Current ORGSum of Current RevenueSum of Current SalaryDistributed Proposed SalarySum of Equity AdjustmentDistinct Count of FTESum of Total Fund BalanceSum of FTESum of Grant VarianceSum of ORG Variance

Sum of Proposed APPROPSum of Proposed Budget SalarySum of Proposed Fringe EstimateSum of Proposed GrantSum of Proposed ORGSum of Proposed RevenueSum of Proposed Employee SalarySum of Revenue to Expense VarianceSum of Revenue VarianceSum of Supplement AmountSum of Total ExpensesSum of Distributed Salary Sum of Distributed Budget

BUDGET DATA original, amendedKK DATA used to map transaction chain e-pro to purchase order encumbrance to expenditureREQ DATA Open , Pays28StatisticsFDM USER ACCOUNTSGrowth in project managers attributed to us working closely with Office of Researchs Post Award unit and implementing new Grant Reports to Principal Investigators30FDM PROJECT PORTFOLIODefinitions: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 79Strategic 2Accountability 60Regulatory 5Support 12Total 79

31FUNCTIONAL USER ORGANIZATIONOther include Academic Units, Audit and Compliance (Internal Audits)32BUDGET AND FINANCIAL REPORTING FOR THE ENTERPRISESAS Reports and Analytics PortfolioBudget and PlanningBudget PreparationCURRENT Budget Preparation - Fund Balance DetailCURRENT Budget Preparation - Fund Balance SummaryCURRENT Budget Preparation - Fund Balance Department RollupCURRENT Budget Preparation - Fund Balance Department DetailCURRENT Budget Preparation - Distribution Percents less than 100CURRENT Budget Preparation - Inactive PositionsCURRENT Budget Preparation - Lump VariancesCURRENT Budget Preparation - Fund Balance Personal Services DetailCURRENT Budget Preparation - Fund Position CountsREV Budget Preparation - Revenue ChangesAPPROP Budget Preparation - Non-Personal Services ChangesPSV Budget Preparation - Personal Services ChargesBudget and Planning (continued)AGGREGATE Budget Preparation - Fund Balance SummaryAGGREGATE Budget Preparation - Fund Balance DetailAGGREGATE Budget Preparation - Department Fund Balance AGGREGATE Budget Preparation - Department with Negative Account BalancesAGGREGATE Budget Preparation - Department with non-zero Balances by PeopleSoft ChartfieldsAGGREGATE Budget Preparation - Grant PositionsAGGREGATE Budget Preparation - Summer Faculty PositionsAGGREGATE Budget Preparation - Part Time Faculty PositionsAGGREGATE Budget Preparation - Year over Year ComparisonAGGREGATE Budget Preparation - Active Budgeted PositionsAGGREGATE Budget Preparation - OPB Fund by ExpenseAGGREGATE Budget Preparation - OPB Fund by FunctionBUDGET AND FINANCIAL REPORTING FOR THE ENTERPRISESAS Reports and Analytics PortfolioBudget and Planning (continued)Budget PreparationEXCEPTIONS Budget Preparation - ADP Code ExceptionsEXCEPTIONS Budget Preparation - Fringe Cube ExceptionsEXCEPTIONS Budget Preparation - Fringe ExceptionsEXCEPTIONS Budget Preparation - Position EMPLID ExceptionsEXCEPTIONS Budget Preparation - ZERO APPROP/ALL PROJGRT Budget - Proposed Budget SchedulesNotes and InstructionsDepartment Budget Summary Detail Personal ServicesDivision Budget Summary Budget - Amendment PostingsFormat StatusBudget - CFR GlobalCFR StatisticsCFR ConsolidatedCFR Fund BalanceCFR Fund Balance by Account CategoryCFR BudgetCFR RevenueCFR Revenue by PeriodCFR ExpendituresCFR Expenditures by PeriodCFR Travel ExpendituresCFR Personal Services Expenditures CFR Operating and Equipment ExpendituresCFR Pre-Encumbrances and ReservesCFR ADP Payroll InformationCFR IndirectsBUDGET AND FINANCIAL REPORTING FOR THE ENTERPRISESAS Reports and Analytics PortfolioBudget and Planning (continued)Budget PreparationEXCEPTIONS Budget Preparation - ADP Code ExceptionsEXCEPTIONS Budget Preparation - Fringe Cube ExceptionsEXCEPTIONS Budget Preparation - Fringe ExceptionsEXCEPTIONS Budget Preparation - Position EMPLID ExceptionsEXCEPTIONS Budget Preparation - ZERO APPROP/ALL PROJGRT Budget - Proposed Budget SchedulesNotes and InstructionsDepartment Budget Summary Detail Personal ServicesDivision Budget Summary Budget - Amendment PostingsFormat StatusBudget - CFR GlobalCFR StatisticsCFR ConsolidatedCFR Fund BalanceCFR Fund Balance by Account CategoryCFR BudgetCFR RevenueCFR Revenue by PeriodCFR ExpendituresCFR Expenditures by PeriodCFR Travel ExpendituresCFR Personal Services Expenditures CFR Operating and Equipment ExpendituresCFR Pre-Encumbrances and ReservesCFR ADP Payroll InformationCFR IndirectsDISCUSSION/QUESTIONSKenneth BridgesDirector Enterprise Financial Reportingkbridges@kennesaw.edu770-499-3422

Dawn GamadanisDirectorBudget and Planningdgamadan@kennesaw.edu770-499-3293