Planning With Purpose: How Nonprofits Build Agility with Workday

So we're a one-stop shopping for nonprofits.

You've probably heard about Workday before that they're for ginormous companies and lots of users and things like that and that's very true, but they're changing their mantra right now. Currently, they have three pillars of applications, which is the middle of the slide. The first pillar is Workday Financials, GLAPAR and things like that. They also have a pillar which is HCM and payroll and a pillar for adaptive planning, budgeting, and forecasting. They can all work separately or can work conglomerately together. But the thing that's changing within Workday is at the bottom of the screen where their growth is. Their growth is in emerging or small markets, 65% year over year growth or in the mid-market. Notice their growth in the large enterprise market has slowed down. So that's the nice thing that y'all can take advantage of if you need to.

Some of the things that we are doing in the advisory practice for nonprofits down the left-hand side of the screen is we put together some of our customer or types of customers in groupings, whether it's zoos, aquariums, museums, associations, health and family, social impact, foundations, and fraternal order of. I hope I didn't forget anyone. We have a lot of nonprofit clients that we work with. What are we doing with these clients? Well, we go in and we talk to them not only about the Workday applications and planning applications to do compensation planning, contract planning, headcount, scenario, what if, best case, worst case, and expense planning, but we cannot only integrate into other systems, but we can help you manage those other systems, whether it's grant management, memberships, donations, conferences, and education. We do create and have technical staff that can help you with integrations into all these applications.

So no matter what your technical stack is, we can make it seem like a seamless integrated solution. So let's really talk about what we're here to talk about. What are some of the challenges our nonprofits are facing? And we have gone to a lot of nonprofits to gather this information. Some of the things that we're talking about is, and we're all talking about it and this is probably not new and I'm going to say revenue as a generic term, whether it's donations, grants, what have you. Revenue is harder to predict now than it ever has been and to plan for the future because what you may receive today may change tomorrow. Expenses are getting more and more expensive and more and more people need our services or our mission.

Getting grants is very, very difficult and the justification to get those grants are increasing in complexity. We all know about staff burnout. It's real. People, good people are getting up and leaving because we're trying to do more with les people. We are expecting more transparency from either our regulatory bodies, our board of directors, our donors. So we have to have the information at hand and handy when we need it. Many of the organizations that we work with, and you maybe some of them, have outdated tools and siloed data, which means you have a system here and a system there and a system there. And if you have a new CFO comes in, some of their initial tasks are, let's update our tech stack. And donors are expecting more modern digital information. And what that means is when people come to your website try to decide whether they're going to donate to your organization, they want specific questions answered before they will give you your money.

I'm sure this is not news to you guys. It's something that you're dealing with day in and day out, but maybe seeing it in one place might have some aha moments.

So how can Workday in a generic form help change things? Well, with our practice, we help you and as your organization see all the finances in real time. No longer do have to wait to go through month end, which may take up to 15 days, go through month and accept and post and you don't see the information until you're finished with that. You need that continuous close so the information is updated immediately. Built-in governance and audit trails are part of the application so you don't have to worry about that. Some of the modern HR tools we'll actually want to use, which means the systems are designed with a very up-to-date user interface with lots of good help techs so you can use the system on a regular basis. If you choose, you can use all of the Workday applications to have on platform that's all in sync to get your jobs done.

And we want to make sure we use AI. It's the term of the year for software and technology applications. Everybody has different definitions of AI, but the most basic definition is automating the manual tasks that you do today in order to free that up so you can make better business decisions. So we're going to talk a lot about this as we go forward, but let's talk about each of these issues a little bit deeper. Revenue nearly impossible plan around. What's promised today may not be received. Things may change. You may lose some funding. Things have to be very nimble in order to figure that out. With Workday, you can have real-time dashboards so you can see the effective numbers and scenarios immediately so you don't have to wait for three days to get a report done. We have what we call continuous planning, if you will.

Continuous planning is just being able to do different scenarios to say, "What if this changes? What if that changes?" And you can have that be effective immediately. Kyle's going to show you a little bit later what we call active dashboarding in the planning product, which is way cool because traditional systems, you have a report in one area, a dashboard in another, and data entry screens in another, and you had to continually move around to get the information. Now they can all be on a dashboard. So if you make a change, you immediately see the graphs change because pictures paying a thousand words and see how that change affects your organization. Funding pressure and competition. We all know there's more organizations competing for all the same dollars. Not only is there more organizations, but you have to justify why you want the dollars, how it's going to affect your mission and things like that.

So we can't wait on reports. We can't wait on dashboards. Everything has to be updated immediately. So with Workday, we can help doing that, having all that information in one spot automate your reporting, whether it's either done in office or in Workday and how the different funders can be changed.

Rising costs and rising demand. I mean, this is just something we see on the TV on the internet. Costs are climbing, pure and simple. There's nothing to say about that. Costs are climbing and more and more people are depending on our program. So how can we do that? How can we reach more people with higher costs without the funding dollars following? And our lean team is stretched way thin. We all know we're all trying to do more with less people and that's difficult so we have to make it easy on our people. How can we Workday help expense tracking at the finest detail that you want workforce planning to find out do we have the right people in the right place at the right time and automating a lot of those manual processes so we don't have to have our people worry about it. A common example is AP invoices.

They come in, you have a person rekeying the information, you run your cash requirements report, decide what bills you can pay and pay those bills. Wouldn't it be nice to automate that process? So either the invoices can come in electronically from your vendors or you can scan them in. The system runs the cash requirements reports, see what your cash position is, say, "Here's what we're going to pay. Do you agree or not? " And that's like a five-minute process instead of a five-day process. So things like that to help in the day-to-day operations. Workforce burnout and retention, it's a problem today and I don't know if you've experienced it, but a lot of our customers have. Good people are just walking out because it's too much too soon and things like that. So how can Workday help? Well, on the HR side, it's modern onboarding.

You can have the right people hired at the right time to do the right job. You can have user interfaces that are easy to use so people can use the systems, online help if it's something that you can't remember how to do, online help is there. And we're turning the people into more analytical beings than data entry beings. And that's what people want to do. They want to be useful for the organization.

Legacy systems and fragmented data, I don't know of a customer that we're dealing with that doesn't have this, a system for this, a system for that, a system for that. And some of them are really old systems that there's no longer support. And to help with that process, we create a lot of spreadsheets to make up what those systems can't do. So with Workday, we have on unified system if you choose to do that. We also have integration capabilities that if you have different systems, they can look like on system with integration and of course AI. I'm going to bring this up more and more. AI is what is going to help us through 2026.

Wherever you're at in your AI journey, whether you're just beginning or you're very sophisticated or somewhere in between, Workday and our practice can help you and you can move into AI at your timeframes at your comfort level instead of us forcing you to do that. And of course, digital first donor engagement. This is a fancy word that says before a donor gives you the money, they have to have lots of questions answered before they commit to donating the money. Whether that information is from a phone call or that information is from your website, some of the pieces of information is, where is my money going from? Is it going to salaries? Is it going to expenses? Is it actually getting to the people that need it? So how Workday can help is we have all the information consolidated in one spot so you can set up websites.

You have your people access the system so they can answer those questions very cleanly and very quickly.

So how can EisnerAmper and Workday help you as a nonprofit moving forward? This is a phrase that's been around a long time, but it's true. We can be on version of the truth. Everyone is working on the same system on the same data and all security is associated to it. You can be assured that your dashboards, your reports are all updated properly. Your boards and funders can get the information they expect in a timely manner in the format that they need it or want to see it in. And the employee's experience is a very much more a pleasant experience than very complex. As a partner, we as EisnerAmper want to be a long-term partner. We want you to be happy with your experience and come back to us again and again when you need us. Not only do we do adaptive planning, financials and clients side advisory, but we also can do grant tracking, donor assistance and things like that.

We're going to build it around your funding models, not generic ERP playbooks. So when we come in and talk to you, we're not going to talk manufacturing or distribution or things like that. We're going to talk nonprofit specific. And what's nice about Workday and Aizer Amper, you can grow and scale with us. You can start up very small, use the software, the same software now that you will use as you grow bigger and you have the same people available to you.

So again, what kinds of things are we doing with nonprofits? Of course, we do, as I've mentioned several times, grant management assistant, not only grant tracking within the software application, but we could assist you to help your processes be more efficient. Workforce planning, not only can we make it easy, but it can be quite detailed if you choose to make it detailed so you can say, "I have the right people at the right job at the right time." I think COVID or the pandemic really emphasized the need for scenario planning because things change on a dime with us in nonprofits. So we can have best case, worst case. We can say, "What if this? What if that? The information is updated quickly so you can answer questions quite efficiently. Donor revenue tracking can be done within the system and we have experts to help you with your process.

The thing I got to kick out is board and funder reporting. It's never the same at any organization. Everybody wants the information in the format that they want to see it in a more timely manner. So wouldn't it be nice that used to take weeks to do will take hours or minutes? And multi-entity consolidation, more and more nonprofits and organizations are increasing their size, increasing their missions that they're trying to accomplish and we need to be able to consolidate the information in a timely manner. So we're helping our customers do that. So that being said, I'm going to turn it over to Kyle and let's see some of the things that really we're able to do with the system. Kyle?

Kyle Nesslar:
Thanks, Rhea. Can you hear me okay?

All right. I'm going to bring up my screen share here. Give it a second. All right. So as Rhea said, today what I'm going to do is kind of take you through the two of the core components of the way the Workday Adaptive Planning platform works. The first being the concepts of dashboards and specifically active dashboards and how you can use it to tell a story for both yourselves as well as your end users to be able to not only plan and report, but follow their planning process as you get into your budgeting or reforecasting cycles. The first example I have here is a scorecard, which is high level metrics that people can use to get a quick snapshot of their information. As you can see here, we're looking at a month to date for March of 2026, which has our revenue numbers, cost console numbers, if it's applicable, expenses, any kind of non-operating type of metrics, and then ultimately a change in net assets that can not only give you a quick snapshot of where the actuals are, but even quick variances compared to plan with percentages along with trends and trending that can show you trailing 12s or 24 months depending on how you want to look at it and do it.

Not only can you do this, but as Rhea had indicated earlier, we can integrate from all sorts of variety of source systems to create one single source of trust for this information that you can align to your plans. For instance, you can bring information from obviously not only your ERPs or your general ledgers, but payroll systems, operational systems, grant management systems, whatever you're going to need to run your business most efficiently and be able to allow your organization to be more proactive as opposed to reactive. And within that, you can even drill down into this information. For instance, if I wanted to click on this $6 million because I can see I made $6 million for the month of March, but I want to get more information, you can get as granular and detailed as you want if I wanted to say, for instance, see that revenue by fund, or even if I wanted to get down to grants and see how that's made up of grants.

Now I can see that based on the six million here, fund one was 4.2 and these were the components of that fund. And then at any point in time, if I want to get back to the original dashboard, I simply click the back button and I'm there. In addition to this, this also helps give you some quick high level snapshots of where you might be from both a general ledger perspective or even a functional perspective. So what you can see here is a couple of different scorecards that are showing my month to date compared to my budget with the variance along with additional trending for those expense account groups as well as the year to date. So I can really get very quick and easy access to that information. In addition to that, we have a functional scorecard that while this might be more following your general ledger hierarchy, this actually shows it more by your departments or whatever's going to be important to your organization.

So while I'm seeing revenue, cost of consoled expenses here, I'm seeing it more at a departmental functional area, market growth or education development, whatever's kind of important on your organization and how you're designing your tool.

The next piece is what we're going to get into now is more of the active dashboarding concept and how we're going to tell that story to those end users to be able to create a single easy process flow for them to be able to do their planning or their reforecasting and making it as simple and straightforward for the end users as possible, making everyone's job more efficient, as Rhea said, making sure we can do more with less. The first example here is a membership dashboard. And again, what I'm seeing here are just some high level quick metrics of my total members, my comparison to plans, new members I might have generated, churned members and a split out by in this case region or type where I have standard or premium. And again, just to point that out, not only can you break this down by funding grant, like I showed you earlier for the members, maybe what's important again, might be my region where I can see this and how it breaks down by region or membership type, you're only limited to the information that you bring into the tool from those variety of source systems that will allow you to plan more granularly and more accurately.

And everything in here can be controlled by what they call access rules in the system, which means the FP&A team can really drive how your end users experience and interact with the tool. For instance, what I can see here in this bar chart is a comparison of actuals current year to where my prior year might have been along with how my plan is aligning so I can see that I'm hoping to achieve growth over time comparatively to prior year's forecast and all of that is driven down here by this membership revenue model sheet here, which you can bring in, as we said, actuals from your potential membership system or software that then you can use that to align with plan, which will allow you to not only track kind of roll forwards beginning with expiring memberships, renewed memberships, ultimately any new members you might be planning for to get to ending balances along with churn calculations.

So you can look at the variety of your membership links to be able to measure and estimate when those memberships would come up for renewal and you can even use turn rate assumptions or your standard rates for the variety of memberships that you may have to extrapolate that out and ultimately not only where the revenue dollars might be booked or the billings might be booked, but how that revenue would be recognized over time as well to align all of those components and make it easy and simple solution for you guys to follow and continue on through that.

Next up would be contributions and grants, which is another major component of all of these things. And what you can see here is again, just another simple bar chart that might compare actuals to prior year along with my plan or a breakdown of how my revenue is being made up by the various grants. And so you can see for the current year, grant A might be 69% and grant B is 25%, et cetera, et cetera, but you also have the flexibility in these models to make those changes. For instance, if I come here and I see 600,000, oh no, this really should have been six million, I can simply change that with click of a button and in real time, all of this information updates, as you can see now my plan is much higher than it was previously and my grant day actually jumped up from that 69% to the 82%.

So everything here is in real time that as you make changes, the system is changing with you to allow you to be more efficient and more consistent with your resources and processes. And not only can you track things by grant, but you could include funds, projects, whatever's really important to your organization at the end of the day.

The next component here is we're going to get into is a little bit more of expense planning side. So we've talked a lot about just a couple of components of membership or contributions and grants from the revenue side, but you can also track all sorts of your expenses by it and obviously workforce planning, which is kind of the heaviest burden of any expense side of the house for any company. Again, just very high level, couple of key pieces of information here I can see based on my breakdown of my various departments, what makes up in those current periods or year to date along with FTEs by functional area or headcount trends, whatever's going to be important to my organization and help me drive the business into the future. Now the really cool thing here that I want to show everybody and get a little bit more in depth on is what we call scenario analysis.

So it's great to be able to set up a budget or do your reforecast on a regular basis, but what if I want to make some quick tweaks just to see how that impacts my forecast without impacting my entire plan? Well, now what you can do today is up here they have what they call the version selective, which you can think of almost like separate spreadsheets that you make up a plan and then you might copy it off and make changes to it. Well, this is all driven in one centralized database location to make it very easy for you. So by simply clicking on this button and hitting new scenario, it will actually make a copy of that version and I'll show you this in a second here. I'm just going to call this alternate and I'm going to hit switch. And so what actually happens is it spins off an exact copy or replica of that version that's still connected to the original.

So as other users might be making changes to the core working forecast that you're on, it will push those changes down to this secondary alternative version, but you can make changes to assumptions or other drivers that will impact your forecast to see how that might change it without actually impacting what other people are working on or your core forecast. So for instance here, what I'm going to do here just to show you a quick change here is I'm going to change this from $150,000 a year to $15 million for the year and once I hit save there, I can see that now I've changed this to 15 million and my G&A salary rocketed way up from roughly three million to $16 million. And the really cool thing about this is as you change your change things that are different from the original plan that you're connected to, you can see that it's highlighting those changes in yellow so that it's actually tracking all of that for me in real time so I don't have to keep track of that separately.

I could see all that and ultimately even as I make up all these changes, download that information and review them and look through them or I could share these with other users and say, "Hey, here's where I think we're really going in the process to be able to be as collaborative as possible with it. " So for instance, now maybe instead of three one, I said, "No, we're going to postpone this person's hiring and I'm going to forward it out to say, let's say November 1st." Again, I'm going to make that change and what you'll see is this will drop down, my FGE will drop down and my headcount trend might change a little bit too. And so once I hit save here, now this highlighted in yellow as well, this went from 13 to five and a half, my FTE is now at 11, everything's changing in real time, but when I come back to my original plan that everybody's working on, nothing here has changed.

It's all still the original plan and at any point in time as I'm making up those changes, if I decide that, "Hey, you know what? This is really the scenario I think that's going to happen or that's what's going to occur with the click of a button by simply coming over to the scenario section here, I can come to that alternative version and I can actually merge those changes in so I don't have to worry about tracking them in separate spreadsheets and what did I change or what didn't I change I can quickly merge those changes. As I said, I can also share them with other users. I could download the changes to review them. So for instance, if I hit the download button here and I pop open those alternative changes, what will happen here is it gives me this little handy chart, which is essentially an audit trail that shows me who made the change, what department it might have been changed for, who was changed, what accounts were changed, what they were changed from, what they were changed to, et cetera, et cetera, to be able to track that process as in depthly as possible.

And as I come back here to my original dashboard, again, everything's highlighted in yellow. The other thing you could do to make this even more collaborative is they have this little comment box here where you can actually leave comments or tag other users. So for instance, I'm just going to tag myself, but if I tag myself, you can actually connect this up to variety of chatting softwares or I can send email users to that notification where I can say, "Hey, can you please update your headcount?" And it will actually send me an email that directs me to the link of who left the chat to be able to go directly into where I need to function and be able to make those updates that people are requesting of me.

The next piece I'm going to talk about here, and I'm just going to go through a couple of different variety of expense concepts for what we're doing. And so another big expense driver for end users is ultimately going to be professional fees, technology, things of that nature. And there's a variety of different ways that clients will do those things. And obviously again, just like we've showed anywhere else, bar charts with plan for actuals and be able to track those. And another key component of here that I don't think I've showed yet on any of these dashboards is these waterfall charts. They become extremely handy because what you can see here is this is where my actuals are for the current period from a standpoint of March 26th. So here's where my plan might have been or is set to and you can see it can actually show you where the changes happened in these different components.

This is broken down by a variety of subscription types versus over here, which might be faster or other things. And it shows me, okay, where did I do better? Where did I do worse or how I got for my actuals ultimately to where my plan data was at, or you can switch them and do it vice versa, but it allows the end users to get a quick informational story on how they're achieving their budgets or where they're at in the process for a given month or current fiscal year to be able to do that better, to be able to be more efficient with their time. Then again, just another couple of different things that I can show here where I could look at there may be simple basic type of expense planning I want to do that's maybe by account with vendor information or project information.

Again, fund, grant, whatever's going to be important, where maybe I'm just putting in amounts by fiscal year to getting very complex with it where you can actually pull if you have prepaid systems or you have Excel or some clients even use these to kind of track the prepaid contracts. You can see input where that technology is going to sit, what account it might drive again, variety of other information where you can even put in start and end dates to be able to recognize those expenses over time and have them drive to the right buckets that you can ultimately even incorporate into cash expenditure planning and things of that nature. If you know you have an annual or semi-annual contract, however often it is, or you can even set them to auto renew. So with inflation factors if you want to be able to kind of do more long range plans.

So you don't have to do just 12 months, you could do 24 months, you could do five years. You can go out as far as you want to be able to project out your organization efficiently and everything that you change here will be in real time and reflected in your forecasting process as you go along.

Another key factor here for a lot of our not - for-profits is travel and conferences. A lot of them have annual conferences and things that not only generate revenue for them, but also can be costly from an expenditure standpoint and being able to understand and plan for those accurately is extremely important to know what's happening at any given point in time. So I have my travel conference detail here where I can plan what we're going to, maybe associate it to a project or something else when the dates are going to occur here. So for instance, if I was to change this to, "Oh, it's not a four day conference, now it's a 10 day conference." As I save this, what'll happen is you'll see some of these numbers update in real time that really drive your P&L to be able to do this in a more automated and streamlined fashion.

You can see all of these jumped up, all the numbers over here changed or again, do basic travel planning where I'm just going to look at my various costs, maybe associated to a project or something else for transportation or lodging. You can combine them both to create the ability to not only do very granular detail planning, but also allow the flexibility to do top side adjustments for specific exceptions or other areas that you know might creep up throughout the year without having to scramble and look through a bunch of spreadsheets or other disjointed technologies to be able to get that information. You're creating that single source of trust that aligns your actuals to plan.

The last piece I'm going to touch on here from an expenditure standpoint is capital planning. Another thing that can be a very costly component of your organization and help assisting you in understanding where those cashflow considerations are going to come in from expense planning time point. So I just have a couple of high level examples in here for a couple of different departments where maybe I'm tracking it by project or things of that nature and service dates, the purchase dates. So all of those can combine along with showing here's how the projected depreciation's rolling out or where my spend breakdown by those projects are that are associated to those various dates. Not only can you use this from a planning standpoint to do some of that, you can even use it as somewhat of an approval process where you can see here these two are approved, whereas this one's pending.

So it's only showing me the project one and the project tool in these components, because right now this is something that essentially someone's requested, but we have not approved it as part of our plan yet. And once I switch this and I say, "Okay, you know what? This is a worthy project. Let's go ahead and invest in it. I'm going to approve it and hit the save." Everything, again, updating in real time, I can see now what my breakdown of spending by those variety of projects are. I can see where it initiated my end service dates to track my depreciation and how that's building up over project or whatever's meaningful to you to be able to track that information. And so it's building up that story and utilizing these dashboards to create one single centralized area for your end users to be able to go through and start adjusting their plans and really reviewing and looking at the detail of what they're doing and how they're thinking about their portion of the business to put the accountability onto them to make sure that they're driving their business in a way that follows what the organization's mantra ultimately is.

And as they go through this and make that up and continually build out all of these components, ultimately you can get to complete story to get to your statement of activities, which really ties up all of the different components here of when we pulled in for membership or contributions and grants, talked a little bit about conferences and events. Didn't mention product here, but there's also models behind the scene as we talked about when I first showed the original scorecard we had not only revenue, but we had cost of goods sold, which maybe is a more product driven or product centric type of thing where you're selling product A, B or C that may have unit sales, times an average selling price or an average cost that can drive margins for that. And then obviously everything that we're building up over time for the various expense components, whether it be in any kind of specific profit center or income driving department versus your high level G&A departments, for instance, wages and benefits, professional fees, which is coming from the professional fees and technology, marketing spend, which may come from some kind of marketing spend driver or high level inputs and again, traveling conferences, which is driving these expenses all the way to get down to create that change in that assets to understand how your organization flows and functions.

Okay. The next part I want to get into here is I want to talk a little bit about their Office Connect platform, which is another core component of what we do with Workday adaptive planning. And what this is, is a Microsoft Office ad and suite that allows you to directly connect your data into Excel, PowerPoint, Word, et cetera, to be able to not only present data in different formats and use Excel functionality, but it's really designed to create that board quality presentation style reporting. So for instance, if you're ever building out board decks or things like that, you can connect it up to PowerPoint so that everything flows seamlessly and all you have to do is refresh your reporting on a monthly basis or, hey, if you ever run into the scenario where you're building out your board decks and all of a sudden last minute changes get made and all of a sudden all of your information's out of date, well, you don't have to worry about that anymore because all you have to do here is once you've set up your presentation and you can see I have a variety of tabs here and I'll take you through a little bit of those in a second here, but by simply updating my workbook properties and changing that month or if I'm still in the same month and I just need to refresh the data as it's integrated and flows in, which you can do at any point in time, as we've talked about before, all of this information can be integrated from a variety of source systems to combine for that single source of truth.

By simply hitting the refresh all sheets, I will see all of this update in real time to March.

And so I may have a high level P&L view that I'm showing here. Once this all updates, you can see that updated in March, I have my functional P&L views, I can have all sorts of metrics that I want to measure, my charts and my graphs. Again, department P&Ls, product sales, revenue by product, as we talked about a little bit before, getting a balance sheet or a cash flow statement to have your true three statement model. It's always very important for any organization to potentially not only have that true three statement model for actuals, balance sheet, income statement, cash flow, but also even potentially do it and surround your planning in a way that allows your organization to become a lot more dynamic and manage your cash more effectively. Here are your comparison, et cetera, et cetera, all of those good things. And again, as I said, not only does that impact Excel, it actually updated this in March.

So I can see now my entire board deck has been updated for whatever I'm doing for the next month. Or again, if the information changed on you last minute and you have to run to the board meeting, well, you don't have to worry about copying over a bunch of pictures or slides. All you have to do is refresh your data and it's all there, set, and ready to go for you. You can see the cash flow, everything is done in real time. You don't have to worry about any of that anymore. Again, just to show you there was no smoke and mirrors on that. If I flip this back to February for instance, as I go ahead and go back to do this, I refresh all my sheets. You'll see as this updates, this will update in real time too once it finishes switched to February, I'll just let this all finish out.

We'll see this switch to February once it all updates.

So in a couple of seconds here, I've gone and flipped my entire board package back to the month of February without anything but a couple of buttons that I had to click and all the reporting here, whether we look at dashboarding or I look at the Office Connect or openly web reporting, which is another function of inside the tool is all drag and drop. For instance, by doing this, it all just works on column and intercept. So I can see that this is attached to the month of September or October. You can make it dynamic or static by simply highlighting a row here. If I want to come to the accounts and I want to apply my expenses, it will apply that and it knows based on those columns or row intercepts to do that data. And so once I hit refresh here, it updates that and I can see, hey, I'm getting the same numbers that I had up here, but not only can you do that, but ultimately if you wanted to dynamically see, okay, well, it's great to be able to see the expenses here, but I really want to see what the breakdown is.

By hitting this expand all feature, it will actually expand everything down to the leaf. So you can see how all of that's ultimately being made up by account by account, or if you're looking at it from a departmental aspect or you're looking at it in any functional way you want to drive your business, it'll help you understand that a lot quicker, a lot easier and really create these really pretty presentation style reporting that you can either send to end users in Excel, you can create your board decks, you can PDF the information and send it to external third parties by simply hitting the collapse here, all I have to do and it brings these up and really makes this a dynamic presentation style tool. They also have the concept of repeating reports. If you wanted to build out one high level template and then you want to have individual departments underneath by simply clicking this repeating reports button, you can do that and split those out as well.

Everything is at your fingertips and all of it is push button, easy to do, easy to use with a maximum flexibility to allow you to drive your organization in the way you need to do it to be able to be more efficient with your time and more flexible as the environment changes, you're changing with it in real time as well.

So with that, I'm going to stop my share and turn it back to Rhea. Rhea, you're on mute.

Rhea Wade:
Can you hear me now?

Kyle Nesslar:
We can indeed.

Rhea Wade:
Okay. So thanks, Kyle. Hopefully that demonstration was helpful for everyone. We're going to open it up to questions today right now and Kyle, we have a few. The first couple I'm going to take if that's okay. Sure. The first question is, does the grant breakdown require a separate grant module that Workday reps discuss with us? And that's a loaded question. The answer is probably yes in the nonprofit arena. If you want to track grants from proposal to awards to a spending to reporting to closeout, that's what the grant management application is all about. Then you can get the details for that. If you just want data points within the adaptive application, that's just fine. We could do that. So that's something we'd have to discuss further. But if you want the life cycle of a grant, the grant system or the grant module is what you should be using.

And that actually leads to the next question. Does the system provide all required information for uniform guidance audits? And what we can commit to, the answer would be yes. If you're using Workday Financials, HCM, payroll, grants, and I believe purchasing with all the data that it has and all the audit trails, we do provide all the required information. And again, we can discuss this after the webinar in detail if you'd like to talk about it. Kyle, the next couple are for you. Okay.

How can I make visible the alternate version option from the dropdown? I don't see that option currently in my system.

Kyle Nesslar:
So I think she's referring to the scenario that I created. So when you hit the dropdown on the version selector, you'll actually see whatever version you're on, you would hit new scenario and that's what I did. I hit the dropdown on the versions, I hit new scenario and then I called it alternate. There's no default alternate version. You're creating those spinoff scenarios on whatever version you're actively working on, whether it be a rolling forecast, a budget, a plan, whatever you're doing, you're just creating those spinoffs so that you can tweak assumptions and other drivers to better understand and create best case, worst case, base case type of information.

Rhea Wade:
And that's from an existing customer. And Erica, if you need more information, you could contact me and we'll schedule a call. Another question - Yeah, and I'm happy to pull

Kyle Nesslar:
It up quickly again if you want me to show it. Okay. Give me a second here.

Rhea Wade:
Let's get to the questions so they can all get answered.

Kyle Nesslar:
Yeah, that's fair.

Rhea Wade:
Okay. For the PowerPoint deck to be updated in Office Connect Kyle, do you need to have the Excel file, the data source open in order to refresh to update?

Kyle Nesslar:
Yes, it does have to have the Excel file open. So when you refresh the Excel file, the PowerPoint is linked directly to that. And in the linking section, there's a way that you can check to update it automatically, or if you don't want to update it automatically, you can turn that function off so that you have to hit the refresh button. That's another thing that is an easy to use and I could show you how to do that. But yes, in order to have the PowerPoint updated, you would have to have the Excel open as well so that it can look back to the Excel to pull that information.

Rhea Wade:
And the last question I have, and I can take it at first, what exactly is this software? Is it budgeting, accounting, or donor-based? And what we actually showed what Kyle showed is budgeting and forecasting application. We did not go into the full accounting system or the grant management system. Hopefully that answers the question.

Kyle Nesslar:
Yeah. It's really used to be able to drive your planning around your actual components of those various pieces of information to be able to pull actuals from a variety of source systems in order to use that to leverage against your planning and reporting for whether it be internal or external sources to give not only FP&A team the information they need to be able to do their jobs on a day-to-day basis, but ultimately empower the end users to be able to leverage the software and tools to understand what is happening in their business on a day-to-day so they spend more of their time focusing on their day jobs and less on what they need to do from a planning and forecasting perspective.

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