Chart of Accounts Re-Design Final Report · account number, and an object code and sub-object (or a...
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© Huron Consulting Group Inc. All rights reserved. Huron is a management consulting firm and not a CPA firm, and does not provide attest services, audits, or other engagements in accordance with standards established by the AICPA or auditing standards promulgated by the Public Company Accounting Oversight Board (“PCAOB”). Huron is not a law firm; it does not offer, and is not authorized to provide, legal advice or counseling in any jurisdiction. Chart of Accounts Re-Design Final Report Nevada System of Higher Education July 12, 2012
Transcript of Chart of Accounts Re-Design Final Report · account number, and an object code and sub-object (or a...
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© Huron Consulting Group Inc. All rights reserved. Huron is a management consulting firm and not a CPA firm, and does not provide attest services, audits, or other engagements in accordance with standards established by the AICPA or auditing standards promulgated by the Public Company Accounting Oversight Board (“PCAOB”). Huron is not a law firm; it does not offer, and is not authorized to provide, legal advice or counseling in any jurisdiction.
Chart of Accounts Re-Design Final Report
Nevada System of Higher Education
July 12, 2012
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Table of contents
Chart of Accounts Re-Design – Project Overview .................................................................................................... 3 Project Phases ........................................................................................................................................................... 3
Discovery and Design Phase .................................................................................................................................. 3 Overview ............................................................................................................................................................. 3 Current Chart of Accounts Review ...................................................................................................................... 3 Our Understanding of the Current Chart of Accounts .......................................................................................... 3 NSHE Institutions ................................................................................................................................................ 4 Interviews and Data Gathering ............................................................................................................................ 6 CoA Design Prototype ......................................................................................................................................... 7
Proof of Concept Phase .......................................................................................................................................... 8 CoA Finalization/Recommendation Phase .............................................................................................................. 8
Detail Chart of Accounts Structure/Design ............................................................................................................... 8 Chart of Accounts Overview ....................................................................................................................................... 8 Chart of Accounts Structure ....................................................................................................................................... 8
Segments ................................................................................................................................................................ 9 Definition and Purpose .......................................................................................................................................... 10
Account ............................................................................................................................................................. 10 Entity ................................................................................................................................................................. 10 Organization ...................................................................................................................................................... 10 Fund Type ......................................................................................................................................................... 10 Fund .................................................................................................................................................................. 10 Function ............................................................................................................................................................ 11 Project ............................................................................................................................................................... 11 Program ............................................................................................................................................................ 11 Activity ............................................................................................................................................................... 11 Location ............................................................................................................................................................. 11
Usage Requirements by Transaction Type .............................................................................................................. 12 Value Hierarchy ........................................................................................................................................................ 13
Account ................................................................................................................................................................. 13 Entity ..................................................................................................................................................................... 13 Organization .......................................................................................................................................................... 13 Fund Type ............................................................................................................................................................. 13 Fund ...................................................................................................................................................................... 14 Function ................................................................................................................................................................ 14 Project ................................................................................................................................................................... 14 Program ................................................................................................................................................................ 14 Activity .................................................................................................................................................................. 14 Location ................................................................................................................................................................ 14
Summary of Proof of Concept Results .................................................................................................................... 15 Other Considerations ................................................................................................................................................ 15
Value Ranges and Development .............................................................................................................................. 15 Interfacing Systems and Applications ....................................................................................................................... 15 System Selection ...................................................................................................................................................... 16
Appendix A ................................................................................................................................................................. 17 Appendix B ................................................................................................................................................................. 22 Appendix C ................................................................................................................................................................. 26 Appendix D ................................................................................................................................................................. 27
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Chart of Accounts Re-Design – Project Overview
Project Phases The Chart of Accounts Re-Design Project (project), initiated in mid-March 2012, consisted of three primary phases: Discovery and Design, Proof of Concept, and CoA Finalization/Recommendation. A summary of each phase is provided below.
Discovery and Design Phase Overview
The objective of the discovery and design phase was to develop an understanding of the fiscal management and reporting needs, or requirements, at multiple organizational levels within each of the NSHE institutions, and at the system level. In order to develop this understanding, the project was initially focused on data gathering and analysis. This included the following activities:
Review of the current Chart of Accounts (CoA) – structure, values and institutional usage. High level review of the organizational structure within each institution Web review of institutional mission, major programs and objectives Interviews with institutional representatives including central administration, academic
departments and auxiliary operations.
Once requirements were gathered and understood, a review of CoA structure options was conducted and a high level fit/gap evaluation between CoA options and NSHE requirements was completed. The final step in the Discovery and Design project phase was the development of an initial CoA structure prototype.
Current Chart of Accounts Review Our goal in reviewing the existing Chart of Accounts was focused on developing an understanding of the structure, account values and current usage as an informational baseline to inform our interviews with fiscal data users and managers. As we held discussions and gathered information regarding the institutions’ fiscal management needs, we sought to understand the extent to which the current CoA met those needs. Our intent was to ensure that elements of the current CoA that work well were not “lost” in the redesign, and that those elements of the existing structure that posed challenges to fiscal management and reporting were addressed.
Our Understanding of the Current Chart of Accounts In connection with recording revenues and expenses, we understand that the Chart of Accounts established in NSHE’s current financial system, Advantage, consists of two primary components, an account number, and an object code and sub-object (or a revenue code and a sub-revenue code). The account captures information regarding the unit responsible for the transaction, funds used to support the transaction, and purpose of the transaction (unique activity, project or program). The object and sub object are intended to record information regarding the nature of the transaction. For example, the object identifies an expense as faculty salary, office supply or travel. An additional field, Activity, is used to categorize expenditures by NACUBO function. It is assigned to each account at set up and defaults on each transaction. In addition to the Accounts and Object Codes used in connection with revenue and expense transactions, Advantage uses a separate set of balance sheet accounts. Finally, an account type, identifying each transaction as expense, revenue, asset, liability or fund balance is designated for each accounting entry. In summary, an expense transaction is recorded by using account, object code/sub-object code, activity code, and account type; the offsetting balance sheet transaction is recorded using a portion of the account number, balance sheet account and account type.
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The current CoA format is consistent across all of the institutions, but each field or segment can be and is made up of unique values based on each individual institution’s needs. Over time, the definition and/or use of each of the fields has been expanded based on institutional needs and each field may have multiple uses in terms of the type of information captured.
The Account is used to track revenues and expenditures associated with specific programs, activities, projects, and or departments. Each account is unique to an institution. It consists of 11 characters in total and is comprised of three components, fund, agency and organization (xxxx-xxx-xxxx).
Fund, a four character field, is used to identify major sources of funding, e.g., state appropriations, federal grants and contracts, endowments, gifts, etc.
Agency, a three character field, is primarily used to identify the major organizational units (divisions and/or departments).
Organization, a four character field, is used to identify the cost-center. It may represent a unique restricted fund, sponsored project, activity or program.
Once a combination of fund, agency and organization is established, it is “locked” together in an “account” for use in processing transactions. Each four character organization is used in only one combination of Fund, Agency and Organization. . It is only with extremely rare exception that an organization value would be used in combination with more than one Fund or Agency. The Advantage system allows setup of both multi-year and single year accounts. However, not all of the NSHE institutions use the multi-year functionality.
The two digit object code and two digit sub-object code are used to describe the major types of expenditures. The object codes are shared across all of the institutions and the sub-object codes are unique to each institution. Object codes provide a high-level grouping of each type of expenditure, for example, payroll, travel, etc. While the sub-object codes provide a detailed breakdown for each type of expenditure, such as travel-in state, travel-out of state, travel-foreign, etc.
The two digit revenue code and two digit sub-revenue code are used to describe the type of revenue or income generated by NSHE’s institutions. Like the object codes, the revenue codes are shared across all the institutions and the sub-revenue codes are unique to each institution. Similar to object codes, revenue codes provide a high-level description of the revenue. For example, tuition and fees, sales and services of educational activities, sales and services of auxiliary services, etc. The sub-revenue codes provide detail. For example, in connection with the tuition and fees revenue code, sub-codes may include registration fee - undergrad, registration fee – graduate, application fee, transcript fee, etc.
The balance sheet accounts are a four digit identifier associated with specific assets, liabilities and fund balance accounts. They are used in combination with fund to summarize transactions. Examples of balance sheet accounts include cash in bank, buildings, FICA payable, fund balance, etc. Overall, the same set of high-level values is used by all the institutions.
The activity field is a four digit identifier assigned to each account at creation or point of budgeting. This field captures the NACUBO functional classification for financial reporting. Examples include research, public service and academic support. Overall, the same set of high-level values is used by all the institutions.
The account type field is a two digit transaction type identifier. Specifically, it is used to classify transactions as assets, liabilities, equity, revenue, or expenditures. Generally, the same set of values is shared across the institutions.
NSHE Institutions The Nevada System of Higher Education is composed of eight distinct and diverse institutions that conduct research, provide graduate, undergraduate and vocational instruction, conduct auxiliary activities and interact with and support the local communities. Each institution consists of multiple divisions,
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organizations and programs and is supported through multiple sources of funding. Certain of the institutions manage robust research programs with extramural funding while others are focused on providing vocational instruction. Understanding the mission, programs and culture of each institution was of key importance in arriving at a CoA design that meets the needs of each institution.
NSHE is made up of two doctoral granting research universities, a state college, four community colleges and one research institution, as follows:
University of Nevada, Las Vegas (UNLV) o Has over 28,000 students and 3,100 faculty and staff o Has internationally recognized programs, such as hotel administration and creative
writing o Has a law school, architecture school and dental school o Has a main campus and two satellite campuses o Received over $40.8 million in external funding supporting research
University of Nevada, Reno (UNR)
o Has over 18,000 students and 1,000 faculty and staff o Is the oldest institution in Nevada o Has internationally recognized programs that include engineering, cellular and molecular
biology, and earth sciences and mining o Has a medical school with campuses in Las Vegas and Reno, and a healthcare network
that expands throughout Nevada o Is one of the top 120 universities for funded research
Nevada State College (NSC)
o Has over 3,000 students and 70 full-time faculty o Is the newest institution of higher learning in Nevada o Has one main campus, one satellite campus and several sites throughout the state o Offers bachelor’s degrees in over 20 fields of study
College of Southern Nevada (CSN)
o Has over 40,000 students and 2,100 faculty and staff o Is considered Nevada’s largest college o Has three main campuses and eight centers o Offers more than 200 degree and certificate options in more than 120 fields of study
Great Basin College (GBC)
o Has over 3,800 students and 200 faculty and staff o Service area spans 62,000 square miles in six counties o Has one main campus and four centers o Is the only college in the system with student dormitories o Has16 bachelor’s degree programs, 27 associate degree programs and 16 certificate
programs Truckee Meadows Community College (TMCC)
o Has over 13,000 students and 400 faculty and staff o Has one main campus and four centers o Has over 50 programs leading to associate degrees and certificates
Western Nevada College (WNC)
o Serves over 5,300 students o Has three campuses and five centers
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o Offers more than 40 academic degrees and certificates, including a four year Bachelor of Technology degree in Construction Management
Desert Research Institute (DRI) o Is the only NSHE non-teaching institution o Receives most funding from federal, state, and local grants and contracts o Has approximately 50 faculty members that teach and advise students at UNR, UNLV
and NSC in Atmospheric Sciences, Hydrologic Sciences, Anthropology, Geology, Biology, Chemistry, Engineering and Environmental Studies
These institutions face ever growing complexity with regard to the financial management of their programs and funds. The accounting/financial management system and supporting applications must provide NSHE with the tools to ensure the proper handling and reporting of donor and sponsor funds; provide a basis for the drawdown of funds from sponsors; provide financial data and reports to trustees and other stakeholders; and, support sound fiscal management of the institutions’ auxiliary operations, major functions and activities. Flexible, adaptable and complete financial management system functionality is vital to meet these needs. The CoA design will serve as the basis for meeting these fiscal management requirements and serve as the foundational element of financial system configuration and functionality. Interviews and Data Gathering
Information gathering meetings were held with NSHE‘s eight institutions and the System Office. The participants included, core team representatives, campus representatives, and administrative and academic department personnel. These meetings were conducted as an open forum to discuss the fiscal management practices and needs within the institution or specific department. In addition, as described previously, discussion included a focus on the use of the current CoA, with an emphasis on understanding where the CoA is working well in meeting needs, as well as, where it presents challenges. The overall objective of the interviews was to identify and document the financial management requirements that should be met through the Chart of Accounts. In a number of instances, needs were raised by interview and meeting participants that would likely be met through delivered system functionality (workflows, reporting, project demographic data capture, etc.) rather than through the design of the CoA. As such, all requirements that were identified were recorded regardless of their nature as CoA or system.
Several similar themes and observations emerged during our interviews with fiscal administrators and financial data users. These include the following:
A number of participants indicated that there is a need for more expense categories or the ability to create more “sub codes”. This was especially true in connection with materials and supplies, travel, fringe benefits and salaries.
A number of participants responsible for providing financial information want to be able to more easily answer common questions like “how much does my department spend on graduate vs. undergraduate students”; “how much is it costing to maintain our center at location X”; and, “what was our total spend on faculty recruiting”
Participants responsible for managing restricted funds desire a better ability to track the spending of those funds, especially when those funds are transferred to other departments/organizations for special initiatives.
We heard of a need to improve the capabilities for tracking project fiscal activities (sponsored, capital and internal) that cross funds and/or departments, and for tracking cross-disciplinary initiatives and/or programs,
A number of participants cited a need to improve capabilities around tracking fiscal activity by campus or site.
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In many cases, institutions and their divisions and departments are keeping offline spreadsheets and applications to track fiscal data to the desired level of detail. For example, in some institutions, the detail for each capital project is kept offline in order to get a total fiscal overview regardless of funding source, departments involved, project start date, etc.
Upon conclusion of the initial meetings, the identified requirements were summarized and each was categorized as either a CoA or system (functionality) requirement. Overall, there were 129 distinct requirements documented of which 75 were identified as more likely to be met through financial system functionality than CoA design. Examples of the financial system desired functionality include timeliness of data, increased/enhanced reporting capabilities and access to employee salary detail. While this report does not address specifically how these requirements are to be met in potential financial systems, they were documented and are included as Appendix A. These, along with requirements generated through a review of NSHE institutions’ existing or redesigned business processes can serve as support for selection of a new financial system.
In connection with the requirements that should be met through CoA design, we have established the CoA Requirements Traceability Matrix (matrix), see Appendix B. The matrix summarizes the institutions’ CoA requirements, identifies the key element(s) of data that would satisfy each requirement and provides an overview of how each requirement will be met in the recommended CoA design. An initial draft was shared with the core project team and feedback received was incorporated in the final proposed design.
CoA Design Prototype Generally, the Chart of Accounts could take on a structure that is somewhat “linear” in that there is a limited number fields and each unique accounting need is met through the creation of new or additional account values; or, the CoA could be structured using a multi-field or multi-dimensional approach where each field or segment is used to capture a different element of information describing the transaction. Often, when a multi-dimensional structure is used, a unique accounting need is met through creating a new combination of values that already exist rather than through the creation of additional values.
In order to best manage fiscal activities, to meet reporting requirements and to provide reporting flexibility it was determined that the CoA needed to provide elements of information that could answer key questions about each fiscal transaction – the “who?, what?, why?, where?, and how?” of each fiscal activity. The most important decision regarding the CoA structure is whether those questions would be answered through a limited number of data fields, each providing multiple information elements or through the use of multiple fields, each capturing a unique information element.
“Linear” Style As indicated previously, a linear style CoA is characterized by a limited number of segments or fields. Generally, the linear style uses a “cost-center” combination to identify most of the elements (who, why, how and where?) of information. The “cost-center” can be a combination of fund, organization, activity, or project. The type of transaction (“what” element) is captured using a “natural” account/object classification. The positive aspect of this style of CoA is that is similar to what is currently used at the NSHE’s institutions; therefore, if implemented, it would present less of a change management challenge than transition to a multi segmented CoA. On the other hand, the linear style is somewhat limited in its capacity to track cross disciplinary activities, projects or programs, as well as, initiatives funded from multiple sources.
“Matrix” Style The cornerstone of the “matrix” or multi-dimensional CoA style is the use of multiple fields or segments, each intended to capture a unique element (what, who, why how and where?) of information. This style defines a specific use or purpose for each segment. By doing so, it provides the availability of data at a fine level to allow greater reporting and fiscal management capabilities. The matrix style CoA can also be scaled to meet the requirements of simpler organizations as well as the complexities of accounting for projects or programs that use multiple funds and cross many units. While the matrix style of CoA provides
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significantly flexible reporting, it does represent a significant departure from the current CoA structure and change management, training and post implementation support needs should be considered in the transition.
Prototype CoA After gathering and analyzing CoA requirements, and discussing the findings with the core team, it was determined that a matrix style CoA would best suit the needs of the NSHE institutions. As stated previously, a matrix style CoA should provide the flexibility to meet the needs of the more complex institutions as well as the less complex institutions. It can provide uniformity across all of the institutions while capturing each organization’s unique needs.
As described in the sections that follow, the prototype design includes ten chart field segments intended to capture unique elements of data regarding each transaction. Functionality delivered in the selected system may eliminate the need for certain of the fields, may require field additions, or may require adjustment to field length, or order . The final number of segments that should be used is dependent on the financial system selected and NSHE’s business process decisions.
The prototype was presented to and reviewed by the core team institution representatives, as well as the administrative and academic groups met with during the requirements gathering meetings. After initial review a “Proof of Concept” exercise was conducted to confirm that the CoA structure would meet the needs of the system and the institutions. The final version of the prototype is discussed in detail in the Chart of Accounts Structure sub-section of this document.
Proof of Concept Phase The goal of the Proof of Concept phase was to prove that the recommended CoA prototype met the key accounting and fiscal reporting needs of all the NSHE institutions. Narrative scenarios depicting specific accounting needs were requested from the institutions based on the requirements gathered during the design phase of the project. Each scenario presented was analyzed, key required data elements identified and a suggested CoA segment combination identified to meet the need. Sample accounting entries were created using the narratives. Select accounting entries were reviewed with each of the institutions’ administrative and academic groups during onsite visits. See additional details related to this phase in the Summary of Proof of Concept Results section of this report.
CoA Finalization/Recommendation Phase During this phase of the project, all project documents were updated or created as necessary. Specifically, the CoA prototype was updated based on feedback received from the various NSHE institutions and proof of concept results; and, the traceability matrix was updated to demonstrate how each requirement will be met in the final CoA prototype.
Detail Chart of Accounts Structure/Design Chart of Accounts Overview The Chart of Accounts segments (or dimensions) are used to record the financial effect (balance sheet, P&L, etc.) of each transaction. The CoA is intended to consider all financial reporting needs, providing sufficient flexibility to allow for the development of financial statements for management, as well as, external readers. It serves as the basis for recording the day-to-day financial operations of the NSHE institutions.
Chart of Accounts Structure Below is a summary of the Chart of Accounts prototype for NSHE’s institutions. It includes the recommended number of segments, order of the segments, field length, and definition/purpose of each field. As indicated previously, note that this prototype illustrates the CoA structure based on requirements
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gathered from the institutions. Finalization of the CoA structure is dependent on a financial system selection.
Segments The use of segments separates the unique aspects of each transaction into relational components for summarization and reporting. Each segment captures a different element of information (Who, What, Why, How, Where?) regarding the transaction. It’s the combination of these segments that bring meaning to a transaction. The use of multiple segments allows for flexible data accumulation and reporting of the financial aspects of projects, activities, programs, events, etc., that occur across NSHE’s institutions or funds. The CoA prototype consists of ten segments to summarize financial and budgetary transactions. The segments are: account, entity, organization, fund type, fund, function, project, program, activity, and location.
The table below lists the segments in the suggested order, as well as, the suggested field length for each of the segments, and the institutional use.
Segment Order – Generally, the most commonly required value segments are prioritized and would be used first on any transaction. “Account” is established as the initial entry as it defines the transaction (payment of personnel cost, purchase of office supplies, travel expense, etc.), this is followed by fields to identify the organization responsible for the transaction, the funds used and the purpose (function). The remaining fields (Project, Program, Activity, and Location) are intended to be used on an as needed basis and are therefore placed later in the CoA order.
Field Length – Recommended field length is based on an estimation of number of values in each field based on identified accounting and reporting needs, consideration of ongoing value creation activity by segment, and potential need to update or create alternate roll ups and hierarchies.
Institutional Use – is an initial assessment of the extent to which the values in each of these fields may be shared across the NSHE institutions. Certain of the fields such as organization would always be populated with unique values by institution.
As stated previously, the number of fields required may be impacted by the functionality delivered in the selected system. It is possible that entity and organization can be combined into a single field and through the use of hierarchies, so that detailed organization values roll up to each institution. Likewise, fund type and fund might be combined into one segment and detailed funds roll up to net asset class. Finalization of segments and hierarchies can be completed once a system is selected, system functionality is assessed, and financial business processes are designed. The “Institutional Use” row identifies whether or not a set of segment values can be shared by the institutions or if each institution would have a set of unique values. For those segments that are classified as “Shared/Unique”, there can be some values that can be shared among all the institutions and the other values would be unique to each institution. For example, the general state fund value can be shared among all the institutions and a specifically named gift fund would be unique to a particular institution.
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Definition and Purpose As described above, one of the key characteristics of a multi-dimensional or “matrix” CoA is that each segment maintains a specific and unique definition and purpose. Same or similar elements of information should not be captured in more than one segment or field. Keeping this type of integrity within each segment allows for cleaner and more flexible reporting. Below is the definition and purpose for each of the CoA Prototype segments.
Account The Account segment categorizes the nature of the transaction as a specific type of revenue, expense, asset, liability or equity/fund balance. Examples of Account include, salaries and wages, travel expenses, accounts payable, contract income, fund balance, etc.
Entity The Entity segment identifies each of NSHE’s institutions. Some examples of Entity include, UNR, UNLV, NSC, and GBC.
Organization The Organization segment represents the lowest level academic or operating unit “responsible” for, or affected by, the transaction. Units generally meet the following criteria to be considered a department or organization:
1. Ongoing business purpose and objective within the institution 2. Has an established budget 3. Has fiscal oversight by a responsible person 4. Has positioned employees 5. Generally, occupies space
An example of Organization is UNLV’s Accounts Payable Department. The Accounts Payable Department is a detailed level organizational subunit of the Controller’s Office. In turn, the Controller’s office represents a subunit of the Senior VP of Finance and Business’ Office.
Fund Type The Fund Type segment is used to track spending restrictions and designations and to categorize NSHE’s net asset classes for external reporting (financial statement). Examples include: unrestricted net assets, Restricted-Expendable, Restricted-Nonexpendable (permanently restricted), etc.
Fund The Fund segment is used to identify NSHE’s revenue earned from educational and operating programs, sponsored projects, contributions from donors, endowment income, etc. This segment is intended to
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identify/record the funds generated or expended in connection with each transaction. It serves as the identifier for each “pool” of money, gift, endowment, etc. that requires separate budgeting, financial management and/or reporting. Examples of Fund include, General State Appropriated, General Operations-Self Supporting, Federal Grants and Contracts-NIH, Smith Educational Gift Fund, etc.
Function The Function segment designates the purpose of the transaction as it applies to federal and other external reporting requirements. The field will have a limited number of values, but should be at a level of detail that will allow for summary reporting to support the statement of expenditures by function as well as, support the accumulation of expenditures to cost pools and cost objectives for calculation of Institutional Facilities and Administration rates. This segment supports compliance with federal cost principles and financial statement notes requirements. Examples of Function include Instruction, Sponsored Research, Departmental Research, Student Services, etc.
Project The Project segment is used to support the identification of transactions associated with a “project” or “grant”. Projects are not limited to activities associated with sponsor awards. The field can support financial management associated with sponsor grants and contracts, capital projects, other internally funded projects, and faculty discretionary activities. Typically a project has the following characteristics:
1. Defined begin and end dates 2. Designated budget or funding support 3. Specific group of participants 4. One time event or initiative 5. May cross fiscal years 6. May have distinct reporting requirements
Examples of Project include Replace NW Electrical Sub-Station, and Professor Jones Start-up.
Program The Program segment is used to record revenue and expense transactions associated with formal or informal programs including public service activities, academic initiatives, cross disciplinary initiatives and centers, athletic areas, etc. Values in this field may include degree and non-degree programs, courses of study, scholarship programs and student service activities. Programs may be groups of activities conducted within or across departments or organizations. Program examples include the BSN, MSN, PhD and DNP programs under the School of Nursing.
Activity The Activity segment provides a tracking mechanism for institution-wide purposes and activities occurring within and/or across departments and organizations, programs, and funds. The ability to record costs associated with faculty recruiting is an example of this field’s use. Such costs will continue to be identified by their “natural” account (travel, etc.) through use of the account field, but in addition, they can be associated with the purpose of faculty recruiting. The field can be used to track both revenues and expenses to a specific purpose or activity. Some additional examples of Activity include graduation, faculty development, Vallen Dinner, seminars, and conferences.
Location The Location segment identifies the physical location associated with a transaction, activity, program, or project. Location may be used to identify a campus or site for a specific type of operational revenue or expenditure. Examples of such usage include GBC’s Elko campus, Battle Mountain site, or Winnemucca site. In addition, depending on functionality delivered in the financial system the segment may be used to identify facilities projects in connection with specific building assets.
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Usage Requirements by Transaction Type Again, based on the delivered system functionality and on the different needs across NSHE’s institutions, all of the CoA segments may not be required for all transactions. To an extent, the required segments will depend on the transaction class. For example, expenditure transactions will require different segments than balance sheet transactions. Additionally, the project, program, activity, and location segments would be used on an “as needed basis” based on the individual transaction.
The table below describes each class of transaction and anticipated segment usage requirements. The use of fields with a “TBD” designation will be determined based on NSHE’s business process design decisions and potentially would not be finalized until a financial system is selected and delivered functionality and CoA requirements are known. The segments to the right of the bold line are intended to be used on an as needed basis per transaction. The second table describes the use of these “optional" segments. Please note that it is possible for all the segments to be used in one transaction. For example, if an expenditure transaction is related to a federally sponsored project (project segment) that supports a Sustainability Program (program segment) for an Earth Day event (activity segment) at an offsite location (location segment), all the segments would be used to fully identify the expenditure, the source of funds used, the responsible organization and the purpose of the expense.
Transaction Class
Account Entity Organization Fund Type
Fund Function Project Program Activity Location
Expenditure R R R R R R T T T T
Revenue R R R R R TBD T T T T
Balance Sheet R R TBD R R N/A N/A N/A N/A N/A
Specific Transaction Types:
Project Expenditure R R R R R R R T T T
Program Expenditure R R R R R R T R T T
Activity-Driven
Expenditure R R R R R R T T R T
Location-Driven
Expenditure R R R R R R T T T R
R – Required T – Per Transaction Basis
TBD – To Be Determined N/A – Not Applicable
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Value Hierarchy Most currently available financial systems provide the ability to create CoA hierarchies. A hierarchy provides roll-up levels for each segment. The benefit of creating hierarchies is that it facilitates budgeting and reporting needs. Typically, actual transactions occur at the lowest level of the hierarchy while the higher levels support reporting and budgeting. The final level of detail for the hierarchies should be established when a financial system is selected and business processes are finalized. The table below provides a sample hierarchy for each segment. The leading letter represents the hierarchy level , e.g., A - highest level in the hierarchy, B – second level, C – third level, etc. The “example” column provides an example of each segment’s hierarchy level.
Account
Recommended Hierarchy Example
A - Account Type Assets
B - Account Classification Current Assets
C - Transaction “Natural” Class Cash
D - Transaction Detailed “Natural Class” Cash in Bank
Entity
Recommended Hierarchy Example
A - Institution Name NSC
Organization
Recommended Hierarchy Example
A - Institution UNLV
B - Major Division Office of the Provost
C - Division Division of Heath Sciences
D - School/College/Sub-Division” School of Nursing
E - Department Ofc of the Dean of Nursing
F - Sub-Department Dean of Nursing
Fund Type
Recommended Hierarchy Example
A – Net Asset Class Unrestricted
B – Net Asset Sub-Class Unrestricted – Operating
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Fund
Recommended Hierarchy Example
A – Fund Source/Type Gifts – Expendable
B – Fund Class Scholarships
C – Detailed Fund Named Scholarship Fund
Function
Recommended Hierarchy Example
A – Function Class Instruction
B – Detailed Function Inst-Occupational
Project
Recommended Hierarchy Example
A – Project Type Capital Project
B – Detailed Project Replace NW Electrical Sub-Station
Program
Recommended Hierarchy Example
A – Program Type Instructional Programs
B – Detailed Program Adult Literacy and Language Program
C – Detailed Sub-Program ALLP-GED
Activity
Recommended Hierarchy Example
A – Activity Group Faculty Services
B – Detailed Activity Faculty Recruiting
Location
Recommended Hierarchy Example
A – Campus, Site or Center Elko
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B – Building Name Leonard Center
Summary of Proof of Concept Results The proof of concept phase tested the CoA prototype with scenarios provided by the NSHE institutions. The CoA prototype and select proof of concept examples were presented during onsite visits to each institution, with the exception of Great Basin College, which was completed via a web conference. After meeting with all of the institutions, it was determined that the CoA prototype meets the needs of the NSHE institutions. The proof of concept results are provided as Appendix C of this report.
The first tab of the proof of concept results, titled “All Scenarios”, lists the institution name, the CoA requirement reference number as listed in the traceability matrix, the CoA requirement description as listed in the traceability matrix, the scenario description requested from the institutions and the narratives provided by each institution.
The second tab of the proof of concept results, titled “PoC Examples”, presents the individual accounting entries using the CoA prototype segments. All the examples are tied to a CoA reference number as listed in the matrix and in the “All Scenarios” tab. Please note that the segment value descriptions used are for illustrative purposes only and the exact description and naming should occur during the CoA implementation.
Based on the results of the proof of concept phase, high –level value ranges and sample values were created for each of the recommended segments in the CoA prototype. For additional details, please see the Value Ranges subsection of the Value Development and Mapping Considerations section of this report.
Other Considerations Value Ranges and Development A list of sample ranges was created based on the results of the proof of concept phase and the number of levels within each segment’s recommended hierarchy. The list of sample value ranges is included as Appendix D of this report. The value ranges include an overall segment range and select sample value ranges by hierarchy level (level A, B, C, D, etc.). The establishment of detailed values should be completed during the CoA account mapping phase during the financial system implementation.
Each segment has an individual tab which includes the segment’s recommended hierarchy, the high level value range, and the number of characters per segment or field. All the values are numeric with the exception of the budgetary or roll up values, which have a leading alpha character. As described previously, the alpha character represents the segment’s hierarchical level. For those examples that have multiple levels, please note that the individual value is included at the lowest hierarchy level. In other words, the levels above the lowest level are ranges.
It is recommended that minimal smart numbering be used when designing a CoA. This doesn’t mean smart numbering shouldn’t be used to identify types of values or identify specific institutions; it just means that complex schemes aren’t recommended. The downfall of creating complex numbering schemes is that if reorganization would occur, the “smart” ranges may no longer be applicable to a segment’s hierarchy.
Interfacing Systems and Applications Like with any system implementation, accurate value mapping is of major importance. Many considerations need to be taken into account when mapping the CoA to NSHE’s supplemental systems. Currently, a minimal number of the supplemental systems are interfaced with the current Advantage financial system. When a new financial system is selected it should be decided if the supplemental
-
16
systems/feeder systems should be interfaced. If so, should a crosswalk be built for the CoA or should the supplemental system/feeder system fields be updated to match the new CoA? Below are some considerations to facilitate the decision on whether to use a CoA crosswalk or modify the supplemental system/feeder system’s CoA fields to match the new CoA.
Build a CoA crosswalk if: 1. The system is dated and/or will be replaced within the next few years 2. The number of transactions processed in the system is relatively low 3. Only a few CoA fields are used in the system
Modify the supplemental system/ feeder System CoA fields if: 1. The system is relatively new (i.e., student system) and/or there is no plan to replace the system
within the foreseeable future 2. A large number of transactions are processed through the system 3. A large number of CoA fields are used in the system
System Selection In order to implement a multi-dimensional Chart of Accounts such as that recommended, it is of vital importance that the selected financial system provide the flexibility to establish multiple CoA fields and provide the capacity to configure sufficient hierarchies. The following represent some key considerations in connection with system functionality:
System should have capacity to create multiple CoA fields or segments System should have capacity to establish combination controls at various levels
o Ability to create combination rules to limit the combined use by value types o Ability to control combination of specific values
System should allow for the creation and use of “shortcuts” or “speed types” – alias 6 to 10 character values that can be used to “default” the detailed segment values
System should provide flexibility in developing and using hierarchies or roll ups. Should allow for multiple hierarchy versions per segment.
-
17
Appendix A
-
Nev
ada
Syst
em o
f Hig
her E
duca
tion
Cha
rt o
f Acc
ount
s R
e-D
esig
n Pr
ojec
tFi
nanc
ial S
yste
m F
unct
iona
lity
Con
side
ratio
ns -
DR
AFT
NO
T IT
SC
OPE
FO
R T
HIS
PR
OJE
CT
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17
AB
CD
Num
ber
Con
side
ratio
n D
escr
iptio
nEx
ampl
e of
Con
side
ratio
nC
oA
Dep
ende
nt
1R
obus
t rep
ortin
g ca
pabi
litie
s
Prod
uce
annu
al fi
nanc
ial
stat
emen
ts, f
inan
cial
sta
tem
ents
for
colle
ges
and
depa
rtmen
ts, p
rofit
an
d lo
ss s
tate
men
ts fo
r uni
ts, e
tc.
2C
ontro
ls to
pre
vent
non
-bud
gete
d tra
nsac
tions
fro
m b
eing
ent
ered
N/A
3C
ontro
ls to
pre
vent
pre
-def
ined
fu
nd/a
genc
y/ag
ency
/obj
ect c
ode
trans
actio
ns fr
om
bein
g en
tere
d
Cer
tain
exp
endi
ture
s m
ay n
ot b
e al
low
able
on
stat
e fu
nds
4Im
prov
e tim
elin
ess
of tr
ansa
ctio
n po
stin
g in
ord
er
to h
ave
real
tim
e ba
lanc
esAc
coun
t for
pur
chas
e re
ques
ts
usin
g pr
e-en
cum
bran
ces
5O
nlin
e vi
ew o
f one
-tim
e bu
dget
s an
d/or
bud
get
adju
stm
ents
N
/AX
6Id
entif
y w
heth
er in
stitu
tion
is p
rime
or s
ub-r
ecip
ient
of
an
awar
dN
/A
7Id
entif
y PI
and
par
ticip
ants
on
spon
sore
d pr
ojec
tsN
/A
8Ab
ility
to a
lloca
te c
erta
in fe
es a
cros
s de
partm
ents
Allo
cate
stu
dent
fees
acr
oss
mul
tiple
dep
artm
ents
X
9Ab
ility
to id
entif
y tra
nsac
tions
sub
ject
to in
dire
ct
cost
sN
/AX
10Ab
ility
to c
alcu
late
and
allo
cate
indi
rect
cos
ts
acro
ss th
e in
stitu
tion
N/A
X
11Ab
ility
to s
plit
cont
ract
s ov
er $
25K
to a
lloca
te
indi
rect
cos
tsN
/AX
12Ab
ility
to v
iew
frin
ge c
osts
by
empl
oyee
To
tal h
ealth
insu
ranc
e pr
emiu
ms
cost
for e
mpl
oyee
X
13Im
prov
e se
curit
y flo
w fo
r acc
ount
acc
ess
Auto
mat
ic a
ccou
nt a
cces
s on
ce a
n ac
coun
t is
requ
este
d an
d cr
eate
d
14C
apab
ility
to v
iew
em
ploy
ee H
R h
isto
ryVi
ew ti
tle c
hang
es a
n em
ploy
ee15
Trac
k pe
rson
nel c
ost b
y ca
mpu
s an
d/or
site
N/A
X
Fina
ncia
l Sys
tem
Fun
ctio
nalit
y C
onsi
dera
tions
Page
1 o
f 4
-
Nev
ada
Syst
em o
f Hig
her E
duca
tion
Cha
rt o
f Acc
ount
s R
e-D
esig
n Pr
ojec
tFi
nanc
ial S
yste
m F
unct
iona
lity
Con
side
ratio
ns -
DR
AFT
NO
T IT
SC
OPE
FO
R T
HIS
PR
OJE
CT
1 2
AB
CD
Num
ber
Con
side
ratio
n D
escr
iptio
nEx
ampl
e of
Con
side
ratio
nC
oA
Dep
ende
nt
Fina
ncia
l Sys
tem
Fun
ctio
nalit
y C
onsi
dera
tions
18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42
16Ab
ility
to b
udge
t at p
ositi
on-le
vel;
incl
udin
g en
terin
g FT
E%17
Job-
cost
ing
func
tiona
lity
N/A
18In
tegr
ate
TMA
(wor
k or
der t
rack
ing
syst
em) t
o ne
w
finan
cial
sys
tem
N/A
19Aw
ard/
gran
t rep
ortin
g m
ilest
one
track
ing
N/A
20A
war
d C
FDA
trac
king
N/A
21Aw
ard
term
s an
d co
nditi
ons
track
ing
N/A
22Tr
ack
awar
d st
art a
nd e
nd d
ates
N/A
23Ab
ility
to tr
ack
sour
ce/p
urpo
se fo
r int
erna
l cha
rges
N/A
X
24Ab
ility
to tr
ack
stud
ent w
ages
by
purp
oses
N/A
X25
Abilit
y to
trac
k ve
ndor
type
sM
BE, W
BE, e
tc.
26Ab
ility
to tr
ack
spon
sore
d pr
ojec
t par
ticip
ants
N/A
27Ab
ility
to tr
ack
facu
lty p
rodu
ctiv
ity a
nd e
ffort
on a
sp
onso
red
proj
ect
N/A
28Tr
ack
gene
ratio
n of
F&A
on
a sp
onso
red
proj
ect
N/A
X
29H
R s
tatis
tical
trac
king
head
coun
t, fu
ll-tim
e, p
art-t
ime,
etc
.
30D
etai
led
trans
actio
n de
scrip
tion
field
sN
/A
31Ab
ility
to e
xtra
ct h
olid
ay ti
me
and
over
time
by
empl
oyee
repo
rting
by
empl
oyee
for h
olid
ay
hour
s an
d ov
ertim
e ho
urs
32In
tegr
ated
pre
-aw
ard
syst
emPr
e-aw
ard
syst
em to
inte
rface
with
ne
w fi
nanc
ial s
yste
m33
Auto
mat
ed F
&A d
istri
butio
nN
/A
34Ab
ility
to tr
ack
cost
-sha
re a
ssoc
iate
d w
ith s
peci
fic
proj
ects
N/A
X
35W
orkf
low
and
doc
umen
t pro
cess
ing
capa
bilit
ies
Tier
ed a
ppro
val w
orkf
low
for
trans
actio
ns36
Rev
enue
reco
gniti
on fu
nctio
nalit
yN
/A37
Abilit
y to
iden
tify
invo
ice
type
N/A
38Ac
coun
ts re
ceiv
able
/agi
ng tr
acki
ngN
/A39
Cus
tom
invo
ice
deve
lopm
ent c
apab
ilitie
sN
/A40
Abi
lity
to tr
ack
spon
sor t
ype
N/A
Page
2 o
f 4
-
Nev
ada
Syst
em o
f Hig
her E
duca
tion
Cha
rt o
f Acc
ount
s R
e-D
esig
n Pr
ojec
tFi
nanc
ial S
yste
m F
unct
iona
lity
Con
side
ratio
ns -
DR
AFT
NO
T IT
SC
OPE
FO
R T
HIS
PR
OJE
CT
1 2
AB
CD
Num
ber
Con
side
ratio
n D
escr
iptio
nEx
ampl
e of
Con
side
ratio
nC
oA
Dep
ende
nt
Fina
ncia
l Sys
tem
Fun
ctio
nalit
y C
onsi
dera
tions
43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 61 62
41C
ross
-ref
eren
ce b
udge
t with
the
corr
espo
ndin
g St
ate
Appr
opria
tion
num
ber
N/A
X
42Ab
ility
to a
lloca
te m
ultip
le o
verh
ead
cost
sN
/A
43M
ore
syst
em-w
ide
repo
rting
cap
abilit
ies
Spec
ific
type
of r
even
ues
and
expe
nditu
res,
libr
ary
cost
s, s
peci
fic
even
ts, e
tc..
44Ad
ditio
nal f
ree-
form
dep
artm
ent/i
nstit
utio
n-sp
ecifi
c fie
lds
N/A
45Ab
ility
to a
lloca
te s
alar
ies
to p
roje
cts
N/A
46Be
hind
the
scen
e re
venu
e an
d ex
pend
iture
tra
nsla
tion
to c
apita
l ass
ets
base
d on
pr
edet
erm
ined
cha
rtfie
ld u
se a
nd th
resh
olds
Cap
italiz
e an
ass
et b
ased
on
expe
nse
amou
ntX
47R
etai
n tra
nsac
tiona
l his
tory
N/A
48O
ptio
n to
bud
get a
t sub
-obj
ect l
evel
N/A
X
49Au
to-fi
ll ca
pabi
litie
s fo
r com
mon
/recu
rrin
g tra
nsac
tion
Mon
thly
util
ities
50Ef
fect
ive
datin
g ca
pabi
litie
s fo
r pay
roll
re-
dist
ribut
ion
N/A
51Ab
ility
to tr
ack
5% re
tent
ion
for c
ontra
ctor
s on
ca
pita
l pro
ject
sN
/A
52Ab
ility
to tr
ack
stud
ent r
even
ue b
y se
mes
ter/t
erm
Trac
k fo
reig
n pr
ogra
m re
venu
e by
te
rm53
Abilit
y to
diff
ernt
iate
stu
dent
fees
N/A
54Ab
ility
to b
ook
pote
ntia
l com
mitm
ents
Book
ing
a po
tent
ial c
omm
itmen
t for
m
atch
ing
gran
ts55
Abilit
y to
trac
k aw
ard
type
sC
ost-s
hare
, fix
ed c
ontra
ct, e
tc.
56Tr
ack
Prac
tice
Plan
s, a
ffilia
tion
agre
emen
ts, e
tc. i
n ne
w fi
nanc
ial s
yste
mN
/AX
57Tr
ack
Phys
icia
n Id
Num
ber
N/A
58Tr
ack
Clie
nt T
rust
Num
ber
N/A
59In
clud
e st
atis
tical
fiel
ds fo
r Pra
ctic
e Pl
anD
ate
of s
ervi
ce
60Ab
ility
to s
et a
llow
able
dat
es fo
r aw
ard
expe
nditu
res
Sets
rang
e of
dat
es fo
r whi
ch
purc
hase
s re
late
d to
an
awar
d ca
n be
mad
e
Page
3 o
f 4
-
Nev
ada
Syst
em o
f Hig
her E
duca
tion
Cha
rt o
f Acc
ount
s R
e-D
esig
n Pr
ojec
tFi
nanc
ial S
yste
m F
unct
iona
lity
Con
side
ratio
ns -
DR
AFT
NO
T IT
SC
OPE
FO
R T
HIS
PR
OJE
CT
1 2
AB
CD
Num
ber
Con
side
ratio
n D
escr
iptio
nEx
ampl
e of
Con
side
ratio
nC
oA
Dep
ende
nt
Fina
ncia
l Sys
tem
Fun
ctio
nalit
y C
onsi
dera
tions
63 64 65 66 67 68 69 70 71 72 73 74 75 76 77 78
61Ab
ility
to re
port
at th
e aw
ard
leve
l, re
gard
less
of
fund
, pro
ject
, etc
.N
/A
62Ab
ility
to tr
ack
mul
tiple
fund
ing
sour
ces,
pro
ject
s an
d pr
ogra
ms
Res
earc
h an
d D
evel
opm
ent,
Fede
ral,
Priv
ate,
Non
-Priv
ate,
Typ
e of
Sci
ence
, Res
earc
hers
, Eq
uipm
ent,
etc.
63Ab
ility
to tr
ack
awar
d su
b-ag
reem
ents
goi
ng to
ot
her i
nstit
utio
nsN
/A
64
Abilit
y to
iden
tify
if an
aw
ard
was
rece
ived
as
a pa
ss-th
roug
h fro
m a
spo
nsor
but
be
able
to id
entif
y th
e or
igin
atin
g ag
ency
; the
spo
nsor
wou
ld o
nly
be
setu
p in
the
syst
em o
nce;
the
orig
inat
ing
agen
cy is
at
eac
h in
divi
dual
aw
ard
Rec
eive
sub
-aw
ard
from
UC
Dav
is
but o
rigin
atin
g ag
ency
is N
IH;
rece
ive
anot
her s
ub-a
war
d fro
m U
C
Dav
is w
ith a
n or
igin
atin
g ag
ency
of
FDO
T. W
ould
be
able
to ru
n a
spon
sor r
epor
t tha
t wou
ld li
st U
C
Dav
is w
ith 2
aw
ards
65Ab
ility
to tr
ack
unre
cove
red
F&A
N/A
66Ab
ility
to tr
ack
pre-
awar
d sp
endi
ngN
/A67
Awar
d ke
ywor
d fu
nctio
nalit
yEn
ergy
, Can
cer,
etc.
68Ac
cess
to s
alar
y de
tail
Dril
l dow
n to
the
pay
syst
em
69Ab
ility
to a
pply
diff
eren
t dep
reci
atio
n ba
ses
to
asse
tsAp
ply
a di
ffere
nt d
epre
ciat
ion
base
s bu
ildin
gs a
nd a
utom
obile
sX
70Ab
ility
to m
ove
pre-
awar
d pr
opos
al a
nd b
udge
t in
form
atio
n to
fina
ncia
l sys
tem
N/A
71Ab
ility
to m
atch
PO
to in
voic
e fo
r ass
et p
urch
ases
Cap
ture
tota
l ass
et c
ost
72Ab
ility
to tr
ack
F&A
wai
vers
N/A
73Ab
ility
to a
utom
atic
ally
dis
tribu
te p
ayro
ll fo
r em
ploy
ees
paid
out
of m
ultip
le fu
ndin
g so
urce
sEm
ploy
ee p
aid
of o
ut g
rant
fund
s an
d a
Stat
e ac
coun
t
74Ab
ility
to v
iew
sig
natu
re a
utho
rity
on a
ccou
nts
View
who
has
pur
chas
ing
auth
ority
on
an
acco
unt
75Ab
ility
to tr
ack
depa
rtmen
t and
loca
tion
by
empl
oyee
Page
4 o
f 4
-
22
Appendix B
-
Nev
ada
Syst
em o
f Hig
her E
duca
tion
Cha
rt o
f Acc
ount
s R
e-D
esig
n Pr
ojec
tR
equi
rem
ents
Tra
ceab
ility
Mat
rix b
y In
stitu
tion
DR
AFT
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28
AB
CD
EF
GH
IJ
KL
MN
OP
QR
S
Num
ber
Req
uire
men
t Des
crip
tion
Exam
ple
of R
equi
rem
ent
Syst
em-W
ide
(SW
) or
Cam
pus-
Spec
ific
(CS)
Req
uire
men
t?Fi
nanc
ial S
yste
m
Dep
ende
ncy
NSH
EU
NLV
UN
RD
RI
NSC
CSN
TMC
CW
NC
GB
C
Tota
l R
equi
rem
ent
Cou
nt b
y In
stitu
tion
Key
Dat
a El
emen
t 1K
ey D
ata
Elem
ent 2
How
will
the
requ
irem
ent b
e m
et in
the
new
cha
rt o
f acc
ount
s?N
otes
1Ab
ility
to e
stab
lish
hold
ing
acco
unts
for t
rack
ing
depo
sits
Stu
dent
dor
mito
ry d
epos
itsS
WX
XX
XX
XX
X8
Acco
unt
(Bal
ance
She
et
Acco
unt)
Cre
atin
g de
sign
ated
dep
osit
acco
unt(s
) und
er th
e lia
bilit
y se
t of a
ccou
nts
2Ab
ility
to e
stab
lish
defe
rred
reve
nue
acco
unts
Sea
son
ticke
ts, r
ent,
etc.
SW
XX
XX
XX
XX
8Ac
coun
t (B
alan
ce S
heet
Ac
coun
t)C
reat
ing
defe
rred
reve
nue
acco
unt(s
) und
er th
e lia
bilit
y se
t of a
ccou
nts
3Ab
ility
to s
epar
ate
the
diffe
rent
com
pone
nts
of
depr
ecia
tion
for b
uild
ing
and
reno
vatio
n pr
ojec
ts
Sep
arat
e ou
t equ
ipm
ent
from
stru
ctur
e so
diff
eren
t de
prec
iatio
n ba
ses
can
be
appl
ied
CS
XX
XX
XX
XX
XX
9Ac
coun
t (B
alan
ce S
heet
Ac
coun
t)
Est
ablis
hing
sep
arat
e de
prec
atio
n ex
pens
e ac
coun
ts b
ased
on
the
diffe
rent
de
prec
atio
n ba
ses
4Ab
ility
to tr
ack
due
to a
nd d
ue fr
om tr
ansf
ers
betw
een
fund
s an
d un
itsN
/AS
WX
XX
XX
XX
XX
X9
Acco
unt
(Bal
ance
She
et
Acco
unt)
Cre
atin
g se
para
te li
abilit
y an
d as
set (
acco
unts
rece
ivab
le) a
ccou
nts
5Ab
ility
to g
roup
obj
ect a
nd s
ub-o
bjec
t by
type
or c
lass
Gro
up u
n-al
low
able
obj
ect
code
s on
fede
ral a
war
ds
SW
XX
XX
XX
XX
X9
Acco
unt (
Obj
ect
Cod
e an
d R
even
ue C
ode)
Cre
atin
g ac
coun
t typ
e hi
erar
chie
s; fo
r exa
mpl
e,
Leve
l A: o
pera
ting
expe
nses
Le
vel B
: sup
plie
s Le
vel C
: offi
ce s
uppl
ies;
lab
sup
plie
s; p
aper
sup
ply,
etc
.
6Ab
ility
to e
stab
lish
deta
iled
expe
nse
sub-
obje
ct c
odes
Bre
ak-o
ut o
f cos
ts b
y pr
int
prod
uct –
pos
ters
, le
tterh
ead,
etc
.S
WX
XX
XX
XX
XX
9Ac
coun
t (O
bjec
t C
ode)
Cre
atin
g de
taile
d ex
pens
e ac
coun
ts b
y ty
pe o
f exp
ense
, for
exa
mpl
e un
der
supp
lies,
ther
e co
uld
be la
b su
pplie
s, o
ffice
sup
plie
s, e
tc.
7Ab
ility
to e
stab
lish
cons
iste
ncy
for c
omm
on ty
pes
of
expe
nses
use
d ac
ross
the
inst
itutio
n
Con
sist
ency
of t
he p
ayro
ll-re
late
d ob
ject
/sub
-obj
ect
code
use
acr
oss
the
inst
itutio
n
SW
XX
XX
XX
XX
X9
Acco
unt (
Obj
ect
Cod
e)S
harin
g th
e sa
me
set o
f acc
ount
s ac
ross
the
diffe
rent
inst
itutio
nsU
sers
will
need
to b
e tra
ined
whe
n ne
w C
oA is
im
plem
ente
d
8Ab
ility
to tr
ack
and
dist
ingu
ish
rech
arge
act
iviti
es
Dis
tingu
ish
inte
rnal
from
ex
tern
al in
com
e, s
elf-
elim
inat
e in
tern
al in
com
e fo
r fin
anci
al s
tate
men
t pur
pose
s
SW
XX
XX
XX
XX
X9
Acco
unt (
Obj
ect
Cod
e)C
reat
ing
a se
t of e
xpen
se a
ccou
nts
to d
esig
nate
inte
rnal
inco
me
and
inte
rnal
ex
pens
es
Rec
omm
end
usin
g sa
me
acco
unt f
or b
oth
prov
ider
of
serv
ices
and
rece
iver
of s
ervi
ces
for f
isca
l yea
r end
el
imin
atio
n pu
rpos
es
9Ab
ility
to b
udge
t at a
n ob
ject
sum
mar
y or
det
ail l
evel
/ tra
nsac
tion
at d
etai
l lev
elN
/AS
WX
XX
XX
XX
XX
X9
Acco
unt (
Obj
ect
Cod
e)C
reat
ing
high
leve
l and
det
aile
d ex
pens
e ac
coun
ts u
sing
an
acco
unt
hier
arch
yAc
coun
t Hie
rarc
hy
10Ab
ility
to b
reak
out
ben
efits
cos
ts b
y pe
rson
(or
prov
ide
capa
city
to d
rill d
own
to c
ost b
y pe
rson
)N
/AS
WX
XX
XX
XX
XX
X9
Acco
unt (
Obj
ect
Cod
e)C
reat
ing
deta
iled
expe
nse
acco
unts
for t
he d
iffer
ent t
ypes
of b
enef
its c
osts
May
requ
ire d
etai
l fee
d fro
m H
R o
r allo
w fo
r dril
l dow
n fro
m fi
nanc
ial s
yste
m to
HR
/Pay
roll
11Ab
ility
to c
reat
e m
ultip
le F
&A
base
s fo
r app
licat
ion
of
over
head
rate
s (b
ased
on
spon
sor a
gree
men
t)F&
A ba
ses
othe
r tha
n M
TDC
CS
XX
XX
XX
5Ac
coun
t (O
bjec
t C
ode)
Usi
ng s
epar
ate
expe
nse
acco
unts
; will
requ
ire s
uffic
ient
acc
ount
det
ail a
nd
alte
rnat
ive
acco
unt h
iera
rchi
es
12Ab
ility
to tr
ack
capi
tal p
roje
ct e
xpen
ditu
res
for
reco
rdin
g W
IP a
nd c
apita
lizat
ion
N/A
SW
XX
XX
XX
XX
XX
9Ac
coun
t (O
bjec
t C
ode)
Cre
atin
g a
set o
f WIP
exp
ense
acc
ount
s th
at d
esig
nate
s th
at th
ey s
houl
d la
ter b
e ca
pita
lized
into
ass
et a
ccou
nts
13Ab
ility
to li
nk p
urch
asin
g sy
stem
com
mod
ity c
odes
to
obje
ct c
odes
N/A
SW
XX
XX
XX
XX
XX
9Ac
coun
t (O
bjec
t C
ode)
Cre
atin
g de
taile
d ex
pens
e ac
coun
ts th
at ti
e to
the
purc
hasi
ng s
yste
m
acco
unts
Dep
ende
nt o
n pu
rcha
sing
sys
tem
inte
rface
14Ab
ility
to tr
ack
parti
cipa
nt s
uppo
rt tra
nsac
tions
N/A
CS
XX
2Ac
coun
t (O
bjec
t C
ode)
Cre
atin
g de
taile
d ac
coun
ts to
cap
ture
des
ired
leve
l of d
etai
l
15Ab
ility
to b
reak
dow
n ex
pend
able
end
owm
ent i
ncom
e fro
m e
ndow
men
t prin
cipa
lN
/AS
WX
XX
XX
XX
XX
X9
Acco
unt
(Rev
enue
Cod
e an
d B
alan
ce
She
et A
ccou
nt)
Fund
/ Fu
nd
Sou
rce
Cre
atin
g se
para
te re
venu
e an
d as
set a
ccou
nts,
des
igna
ted
fund
(s) f
or
expe
ndab
le e
ndow
men
t inc
ome
and
a fu
nd(s
) for
non
-exp
enda
ble
endo
wm
ent p
rinci
pal,
and
tagg
ing
them
the
app
ropr
iate
net
ass
et c
lass
, i.e
., re
stric
ted-
expe
ndab
le, p
erm
anen
tly re
stric
ted,
etc
.
16Ab
ility
to tr
ack
reve
nues
and
exp
ense
s by
spe
cial
fee
type
s, e
spec
ially
stu
dent
fees
Bio
logy
lab
fee,
regi
stra
tion
fee,
etc
. S
WX
XX
XX
XX
X8
Acco
unt
(Rev
enue
Cod
e)Fu
nd /
Fund
S
ourc
e
Cre
atin
g de
taile
d re
venu
e ac
coun
ts fo
r diff
eren
t typ
es o
f fee
s, a
nd c
reat
ing
rest
ricte
d or
des
igna
ted
fund
s th
at h
ave
can
only
be
expe
nded
for a
pr
edef
ined
pur
pose
17N
eed
to s
epar
ate
certa
in ty
pes
of re
venu
e
Inst
itutio
n m
ay b
e re
quire
d to
ke
ep in
crem
enta
l inc
reas
es
in re
gist
ratio
n fe
es d
istin
ct
for p
rovi
ding
nee
d ba
sed
finan
cial
aid
CS
XX
XX
4Ac
coun
t (R
even
ue C
ode)
Fund
/ Fu
nd
Sou
rce
Cre
atin
g de
taile
d re
venu
e ac
coun
ts fo
r diff
eren
t typ
es o
f rev
enue
s or
in
com
e, a
nd c
reat
ing
rest
ricte
d or
des
igna
ted
fund
s th
at h
ave
can
only
be
expe
nded
for a
pre
defin
ed p
urpo
se
18Ab
ility
to tr
ack
even
t or a
spe
cific
act
ivity
's re
venu
es
and
cost
s, re
gard
less
of f
und,
org
aniz
atio
n, p
rogr
am,
proj
ect o
r age
ncy
Tota
l cos
t for
gra
duat
ion,
fu
nd-ra
isin
g ev
ent
SW
XX
XX
XX
XX
X9
Activ
ityC
reat
ing
shar
ed (a
cros
s in
stitu
tions
) gen
eric
ally
nam
ed a
ctiv
ity v
alue
s an
d/or
in
stitu
tion-
spec
ific
nam
ed a
ctiv
ity v
alue
s
19Ab
ility
to tr
ack
cour
se-le
vel f
isca
l act
ivity
Vie
w in
com
e ge
nera
ted
from
H
ospi
talit
y lu
nch
clas
sS
WX
XX
XX
XX
7Ac
tivity
Cre
atin
g ac
tivity
val
ues
to tr
ack
the
desi
red
indi
vidu
al c
ours
es
20Ab
ility
to tr
ack
host
ing
activ
ities
acr
oss
the
inst
itutio
n re
gard
less
of f
und,
org
, pro
gram
, pro
ject
, and
obj
ect
Pul
l the
cos
t for
hos
ting
a sp
ecia
l mee
ting'
s lu
nch
SW
XX
XX
XX
XX
X9
Fund
Acco
unt (
Obj
ect
Cod
e)C
reat
ing
host
ing-
spec
ific
expe
nse
acco
unts
and
/or d
esig
nate
d ho
stin
g fu
nd
Hos
ting
desi
gnat
ed fu
nds
will
be c
reat
ed if
Boa
rd o
f R
egen
ts p
olic
y ca
lls fo
r a s
epar
ate
host
ing
"acc
ount
"
21Ab
ility
to tr
ack
scho
larly
pro
gram
s an
d ac
tiviti
esTr
ack
the
anal
ysis
of
med
ical
pub
lic p
olic
y in
itiat
ives
CS
XX
2Ac
tivity
Cre
atin
g fa
culty
ser
vice
s-sp
ecifi
c ac
tivity
val
ues
22Ab
ility
to a
ccou
nt fo
r act
iviti
es s
peci
fic to
a u
nit
ADA
repo
rting
, NC
AA
repo
rting
SW
XX
XX
XX
XX
X9
Activ
ityC
reat
ing
shar
ed (a
cros
s in
stitu
tions
) gen
eric
ally
nam
ed a
ctiv
ity v
alue
s an
d/or
in
stitu
tion-
spec
ific
nam
ed a
ctiv
ity v
alue
s
23Ab
ility
to tr
ack
cost
to a
spe
cific
act
ivity
or s
ervi
ce to
su
ppor
t pric
ing
N/A
SW
XX
XX
XX
XX
X9
Activ
ityC
reat
ing
shar
ed (a
cros
s in
stitu
tions
) gen
eric
ally
nam
ed a
ctiv
ity v
alue
s an
d/or
in
stitu
tion-
spec
ific
nam
ed a
ctiv
ity v
alue
s
24Ab
ility
to tr
ack
func
tiona
l cla
ssifi
catio
n by
tran
sact
ion,
in
clud
ing
budg
etar
y tra
nsac
tions
Inst
ruct
iona
l, re
sear
ch, e
tc.
SW
XX
XX
XX
XX
X9
Func
tion
Cre
atin
g de
taile
d fu
nctio
n va
lues
for a
ll ex
pens
e tra
nsac
tions
and
bud
geta
ry
trans
actio
ns; u
se o
n re
venu
e tra
nsac
tions
is to
be
dete
rmin
ed a
t tim
e of
C
oA im
plem
enta
tion
25Ab
ility
to tr
ack
reve
nues
/exp
ense
s by
func
tion
to
supp
ort F
/S, I
PE
DS
repo
rting
, F&
A ca
lcul
atio
n.N
/AS
WX
XX
XX
XX
XX
X9
Func
tion
Usi
ng fu
nctio
n on
cer
tain
reve
nue
