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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
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3 Overview
.............................................................................................................................................................
3 Current Chart of Accounts Review
......................................................................................................................
3 Our Understanding of the Current Chart of Accounts
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3 NSHE Institutions
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4 Interviews and Data Gathering
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6 CoA Design Prototype
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7
Proof of Concept Phase
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8 CoA Finalization/Recommendation Phase
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8
Detail Chart of Accounts Structure/Design
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8 Chart of Accounts Overview
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8 Chart of Accounts Structure
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8
Segments
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9 Definition and Purpose
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10
Account
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10 Entity
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10 Organization
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10 Fund Type
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10 Fund
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10 Function
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11 Project
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11 Program
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11 Activity
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11 Location
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11
Usage Requirements by Transaction Type
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12 Value Hierarchy
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13
Account
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13 Entity
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13 Organization
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13 Fund Type
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13 Fund
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14 Function
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14 Project
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14 Program
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14 Activity
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14 Location
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14
Summary of Proof of Concept Results
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15 Other Considerations
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15
Value Ranges and Development
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15 Interfacing Systems and Applications
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15 System Selection
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16
Appendix A
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17 Appendix B
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22 Appendix C
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26 Appendix D
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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
-
13
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
-
14
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
-
15
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