SFS & OneStream | A NYS success story in modern budgeting

Welcome, everyone, and thank you for joining our webinar, Statewide Financial System, otherwise known as SFS and OneStream, a New York State Successor Story in Modern Budgeting. My name is Kathleen Jones, and I'm the New York State and Local Account Director here at OneStream.

The purpose of the session came about because when we started engaging with many New York State agencies, we noticed a common challenge of bridging the gap between the state's SFS and the need for agile, real-time budgeting. So today's about showing you how one of your peers at the New York State Unified Court System has successfully closed that gap.

So we've got a great session lined up for you today. First, we have a very special guest, Jim Jordan. He is the Chief Budget Analyst at the New York State Unified Court System, and he's going to be joined by Rob Marinelli from HP Marin, the lead architect on the court's implementation of OneStream. So Rob is going to lead a Q&A with Jim to dig into how they moved from manual spreadsheets to true automation and what that looks like today.

Then my solutions consultant, Lily Tesfai, will take us into a demo to show you those New York State-specific workflows in action.

So in the interest of being mindful of everyone's schedule today, we want to ensure we get through all of the content. If you have any questions during the session, we ask that you please drop them into the chat. We'll be logging all of those questions, and we'll be happy to follow up with you directly via email right after the webinar to ensure you're getting a detailed answer. All right, so let's dive right in. Rob, I'm passing the floor to you and Jim to get us started. Great.

Great. Thank you, Kathleen. Jim, a pleasure to have you here with us today for sure. So as Kathleen has mentioned, let's just dive right in. Can you talk to us a little bit about the challenges your organization was facing? What prompted you to find a solution?

So the unified court system, the judiciary, had been using an in-house developed system. It was a legacy system dating from about the early, early 2000s, 2002, 2003, which at the time was a huge advancement. But over the intervening 20-ish, 20-plus years, it just didn't perform all the functions that we really would like it to have performed. It had some limited insights into spending data. It wasn't very flexible as to what we needed. So we started looking for some new solutions.

The introduction of SFS back in 2012 provided us great insights with spending data and actuals, but we just didn't have a really good tool to integrate those two pieces of data, like what we were spending versus what we needed to budget.

Those integration problems really bedeviled our division of technology, and so we started looking to have another means of doing it. Additionally, in about fiscal year 2018, the judiciary started instituting capital budgets as opposed to operating budgets. So we added a new component to our budget that the old UBS, our universal budgeting system, our legacy system, just didn't really know how to handle. So all of those things contributed to us looking for some kind of new solution that could integrate SFS into our budgeting process.

Makes perfect sense, Jim. How about in deciding on the solution? Can you talk to us a little bit about what was the evaluation process? How did you guys go about it, et cetera? Yeah, so we're the budget office, not the procurement office. So we have very limited experience and skill sets in terms of software procurement within our unit specifically. So we really wanted to, after a few sort of hesitant and false starts and going down some wrong roads, we really decided that an RFP was not going to be an efficient way for us to look at potential solutions or to solicit potential vendors.

So we just competed with all our other work that we really need to focus on here. So we turned our efforts and at the time we had a new person join our team who did have some procurement experience and she suggested, well, let's see what might be available from vendors who are on state contract, which turned out to be the best piece of advice we ever got.

And as we went looking through potential vendors and we weren't looking for any kind of bespoke, super heavily customized solutions. We were looking for something that was off the shelf, that was, you know, semi customizable, that had a development team behind it that could look at our processes, look at the judiciary structure, the structure of how our budget is constructed, and then take that tool, which ultimately turned out to be one stream and really customized it to our needs to help us kind of fit the budgeting,

integrate that data from SFS and, and actually with some other sort of surprising tools at the end of the process that we were really happy to, to take advantage of. Yeah.

When you, when you mentioned contracting, Jim, so assuming you're referring to the OGS IT umbrella agreement, right? Yeah. Yeah. Suppliers that have already been pre-vetted, if you will. Absolutely. That's exactly where we turned. And as I said, it turned out to be a great find for us. Ah, perfect.

So now you have, now you have the software, right? Now it comes time for the implementation. Could you talk to us a little bit about, you know, the two phases, what it was like, what your experience, Yep. So we actually, the, the, the implementation of our, of phase one went surprisingly smoothly. The development team arrived here in Albany.

We spent two or three days with them. They really quickly and intuitively kind of grasped how our budgets constructed, what we wanted in terms of, you know, on the, on the, on the, at the end of the process. Um,

and they immediately kind of got to work in really sussing out our requirements and came back to us with a, with a design document that was really, uh, surprisingly good. Right. From the get go. Um, we, um, brought in some of our local fiscal managers. We have a little bit of a decentralized structure here in the UCS when it comes to fiscal management. You know, we, at the budget office do provide sort of centralized coordination, but there are local fiscal managers all around the state who, uh, who construct and manage their budgets, um, on a sort of regional basis.

So we took some of our really higher performing local fiscal managers and brought them in right from the beginning of the process. And they had a lot of input, a lot of good suggestions. Um, let us know where the pain points were in the existing, uh, UBS that they would really have loved to have dispensed with. Um, and the development team really took all that to heart and synthesized, uh, a solution. Um, we went through the, the, the, the development, the design, the testing process.

And from, from kickoff to rollout, it was, it was just a little over six months, which was surprisingly fast.

Um, and now we're in phase two, which are some, um, some enhancements. There were, there was a few modules in phase one that we discovered could be improved upon. The, the phase one worked, but we said, oh, if we could just add these sort of little enhancements to it, it would work that much better. Um, we're now in the midst of incorporating, uh, most of those. We've finished two, I believe out of the four planned, uh, modules in phase two.

Um, and again, we're expecting that that will be about a seven month process from, um, you know, our, our green light of phase two to the rollout of those, of those modules.

Yeah. So Jim, uh, you know, just like, just, just going off of what it is that you just responded to in terms of the organizational structure. I think in part, you've probably already answered the question, but just for the viewer's sake, could you talk a little bit about how the workflows got, um, or impacted or readdressed given centralized and a decentralized model? Yep. Yep. So, um, just by way of quick background, the, the unified court system has, um, we're, we're kind of divided into the New York city courts and then the courts outside New York city.

The courts outside New York city are organized on a regional basis where you'll have, you know, in, in most cases, five, six, seven, eight counties grouped into one district that, that has a centralized office.

And they manage the budget for that in New York city. There's, um, there is a, a citywide coordination office, um, for all of the New York city courts, although the courts themselves in the city are a little bit autonomous. They each have their own fiscal managers. So the workflow that was designed by our development team was, um,

was intended so that each court in the city would produce their budget. It would then get submitted in a workflow to this somewhat more centralized New York city office who would then review, approve, suggest changes, make changes.

And then it would flow up to our office to integrate with all the other places outside the city to produce a statewide budget. So the challenge was that we needed sort of two parallel workflow structures, one addressing the needs of the New York city courts, and then the other addressing the needs of the outside New York city courts for could flow to us for centralized coordination. And, um, the solution that was, was implemented worked, worked perfectly.

Yeah, that's great. Um, well, maybe a three part question here, Jim. Um, so currently how many users do you have that are enabled in the system and maybe give us a sense of percentages, you know, what part is, how many centralized, how many, you know, remote, and then maybe just finally just talk a little bit, how training, uh, accommodated, you know, for that kind of blend.

Yep. So, uh, in total we have roughly 110 to 120 active users. Um, here in the division of financial management in Albany, we have probably about 10 or 11 people. Um, and then the rest are a mix of, as I mentioned, the sort of the regional outside New York city managers. Each district office may have two.

Um, then we have New York city where there's probably, I, I had to guess would probably be, oh, probably about 35 to 40. And then the rest are, um, units within the court system that aren't necessarily the trial courts. Um, they might be appellate courts. They might be units within the office of court administration, for example, our division of technology or our department of public safety or our division of core modernization.

Um, so they will have a couple of users there. So it's, it's about 120 people, um, across, across the whole judiciary for training purposes. Um, immediately before we had the phase one rollout, which was, um, around, uh, July of, of 2025, we had a couple of days of training here in Albany, where we invited all the regional managers.

Anyone who is going to have credentials, uh, in the system to do budget development to come, we had in-person training. Um, the development team from, from HP Marin, um, conducted most of the training with some DFM people providing a little bit of context and sort of, uh, color commentary about, about the workflow. But the development team, uh, was able to do the training, um, for those people here in Albany, for the New York city courts.

We traveled down there. We had training, uh, at our central office down in lower Manhattan. Again, the HP Marin development team came and conducted the training with, um, us there from DFM. So there was training for each track. Um, and it ended up working out quite, quite well for both, for both groups of, of users.

That's, that's great. A great segue into the next question, which is really about change management.

It's, it's always a key linchpin in the implementation, implementation success, as you well know. Uh, maybe you could talk to us a little bit about some of the methods or methodologies you would used or employed to ensure that change management was properly incorporated in your implementation. Yeah.

The, the first, the first critical step, um, from, from my perspective was that having those, those really high performing fiscal managers, the ones who were really, um, understood their role, who understood the pain points in the old system, were able to really articulate the pain points in the old system. Um, to have them attend in person, those initial design phase meetings with the development team from HP Marin. That was, that was a good move right from the get go that allowed them to provide some good input on the user interface, the UX, you know, experience. Um,

workflow improvements where, you know, the old system had a lot of what I would call duplicative, um, tasks.

And we eliminated those and getting that feedback early in process was, was really the first good step.

When we got to the, the UAT stage, um, the, the, the, we invited those same people to attend. We invited a couple of more people to attend, uh, local, you know, local managers, local, uh, unit heads. Um, that gave, uh, a larger core of our people, uh, sort of sneak peek at how the system was, you know, the look and feel of the new system.

Um, and also we were able to incorporate a few little last minute, um, improvements, uh, based on the feedback that we got. Um, as people looked at the job aids that were associated and had been developed, they were noticing like, oh, well, maybe getting from step six to step seven isn't clear. Can we kind of tighten that up a little bit?

So that really, really helped. Um, and then again, when we had those, those sort of system wide trainings here in Albany and in New York city, um, we were confident that by that point, you know, if not all, then almost all of the bugs had been worked out. The development team had an opportunity to incorporate, um, what they refer to as, you know, little, you know, quality of life improvements that really actually ended up making a big difference.

And, um, so what ended up actually getting rolled out for the users was, was a, was a tool that had a good UX. It had a good workflow. The, the job aids were, um, really nice and tight and, and helped people walk through all the steps. So that, you know, all those things together, that's really from our perspective, what drove a really successful change management process.

And, uh, you know, with that in mind, right. So, and your adoption, right. Always very, very important. Um, you know, maybe amplify a bit on what you just said and talk to us a little bit about, uh, how that all went.

How's everyone receiving it and their use of it and so forth. Sure. So, um, the nice, the nice thing was that, you know, you know, the old legacy system was, was, was going away. Like you, one stream was, was the only game in town going forward. So, um, but we, we were confident after all those things that I just mentioned a moment ago that we had a good product and a good interface.

Um, but the nice thing was, um, after our first budget development cycle concluded, um, you know, from, from the, from most of the end users perspective, it was wrapped up by early September, ran from early July to very late August, very, very early September.

And, um, we solicited from, from a number of people, you know, some feedback and it was, it was all uniformly positive.

Um, you know, people, uh, you know, a number of common themes, they, they found the job aids were, were well developed. So they had a nice quick reference if they got stuck and something from training hadn't quite, hadn't quite stuck with them.

They were able to go back to the reference materials and, and work through the, work through the, the, the, the, you know, the, the bump in the road. Um, so it saved us here at DFM a lot of interventions in the past with UBS, you know, with the tool you only use once a year, you know, you always get, oh, I forgot how to do this. But with one stream, the job aids were, were bang on, um, and, and really the intuitive nature of the interface really kind of help people just intuitively figure out what the next step ought to be. So that, that was a nice, that was a nice improvement.

Um, and then also from their perspective, the opportunity that we used to, you know, to get rid of a bunch of internal processes that really just didn't make sense anymore. Um, some redundant approvals, um, that had to happen before someone could submit their budget. They had to essentially approve things twice, which didn't make any sense. Um, you know, we, we took the opportunity to reduce a number of data attachments, you know, spread out of the data. Attachments, you know, spreadsheets or backup data that really just, we just didn't need anymore.

So all of those changes combined that the really intuitive nature of the new system, the job aids, the removal of redundant processes and the streamlining of the whole development process. Uh, you know, we had some managers who were saying that something that had taken them in previous years under the old system, seven or eight or nine business days.

They were now cutting it down to two or three days, which, you know, collectively is an enormous savings of time. Yeah, that's, that's terrific, Jim. Um, we, we hear and have heard so many, uh, agencies, uh, demonstrate concerns when they start thinking about some of the, uh, central systems within the state, you know, more specifically, um, the state financial system, SFS.

Um, what challenges were presented, you know, in, in, in, in light of this, uh, new solution? Yeah, the, the, the, the, the principal problem with, with, uh, with any tool. And this was, uh, this was something from our legacy system and, um, you know, was initially a problem with, with going to one stream, but we, we, the, the development team and HP and figured out a great solution. Um, was the integration of seeing your actual spending data with, in, in, in the same, uh, visual interface as your budget request that you're producing for the next year.

Um, our UBS system, you know, despite our DOT's best efforts, it just, it just wasn't really working out that well. Um, SFS, uh, also is, um, understandably, um, a little, uh, hesitant to allow, uh, outside software tools, direct connections to their system to import the data.

So what ended up happening was that, um, the, our development team, the HP Marin folks, they, they leverage the data. They, they leveraged an existing CSV extract, um, a CSV extract that's exported from SFS once a day, just as a normal business process.

So we, we don't have real time data, but we have once a day data, which is perfectly acceptable for our budget development purposes.

Um, so we figured out, um, our IT unit and the development team figured out how to, uh, connect one stream to our local SFTP server. And then that once a day CSV export from, uh, from SFS just gets hoovered up into the one stream system. So when you log in, you see all of your actuals data going back, I believe three years.

Um, and then, uh, it really allows you instead of having to flip back and forth between, um, our old UBS system, which is your budget development, uh, the SFS, which is your actuals. And then some people would have to do like sort of an intermediary step using Excel spreadsheets. It was, it was, it was inefficient. Um, but now we have, you know, all the data in one spot, huge, huge efficiency savings.

So I guess to just summarize, is it a fair statement to say that the integration with, uh, SFS was pretty transparent, uh, flawless, pretty easy. And mainly because you're not entering the, the system, but you're pulling the data from it and then loading it into one stream. Yeah, we, I mean, we spent a lot of time, you know, really making sure that that process was buttoned up because if you don't have good data, then, you know, that's, that's not, that's, that's definitely suboptimal.

So we spent a lot of time, uh, internally and with the development team sort of checking and rechecking and making sure that those, uh, those daily extracts were getting loaded in, were being reflected properly in, in one stream.

Um, and, uh, it, it, it, it went, it went surprisingly well. It was, um, it was, uh, there was an aha moment when, uh, I sat down with the development team and we started, um, poking around and, and sure enough, like to the, to the dollar, the numbers were matching. And, uh, that was, that was a huge moment of like, okay, this is good. This is gonna work. This is gonna work.

Yeah. That, that, that, that, that's great. Um, you know, and certainly there's a lot of key requirements that have unfolded, you know, in, in terms of your implementation. Uh, perhaps you could just talk to one, which is usually something shared amongst many agencies and that is sort of the multi-level approvals.

Um, maybe it, yeah. Yeah. So this, so this gets back to our, our bias serve our bifurcation between our outside the city and our inside the city, uh, courts. And, um, so the, uh, the administrative units, which is what we call the individual courts in New York City. So New York City Family Court. Um, you know, Queens Supreme Court. Uh, you know, uh, Richmond Surrogates Court. All those individual courts.

They submit, uh, their, their individual budgets up to the New York City, uh, regional unit, which is that centralized office in New York City that coordinates all the courts within the five boroughs. Um, they have that level of review and then it gets submitted up, um, up to us here at, at DFM. Whereas with the courts outside New York City, uh, it's just a direct one step. They review the, the, the budgets for their judicial district, which, you know, for example, the 8th Judicial District is, is Western New York.

They, they develop their budget, you know, give it the once over, they're happy with it. It submits and it goes directly to us. So there's no intermediary step there. Um,

but what we do have is, you know, along the way adjustments get made, for example, for the New York City courts, the centralized office in New York City may do some tinkering with the budget requesting. Oh, this needs to be boosted.

This needs to be turned back. Um, so what we end up having is we, but the nice thing is that, that, uh, one stream has a nice audit trail. So we can see any changes that were made along the way from initial data entry all the way to final approval, which makes it into our statewide budget on December 1. So that, that audit trail provides nice insights. Um, and you can go back and just track and like, well, how did that get there? And you can, you can go back and find that. Um,

yeah, thanks for that. Um, how about the area, you know, within the flow, if you will, uh, that experienced significant streamlining, you know, via the new automation. Yep. So, um, I have one right here. Um, so we, um, have our, uh, budget book, um, which we produce every year. It's about a hundred pages. It gets submitted to the legislature and governor, uh, each year on December 1st. Um,

we, um, in previous years, there was, um, a lot of manual input to make sure that numbers matched. Um, so it would require us to go into the UBS, you know, run the report, find the number we're looking for, and then make sure that that number was entered correctly in a word document that eventually became one component of this book. Um, with one stream, uh, and the folks at HP Marin, they have automated that process so that they, um, have, um, what they call extensible documents. So, for example, you know, the, the, the personal service number for, uh, the judiciary's family court program.

Um, they've designed a solution where, uh, it, it, it, um, it goes into one stream. It grabs the right number and populates it right in that word document, right from the get go. Um, and it saves us a lot of checking and saves us a lot of rechecking. It saves us a lot of running reports.

Um, not to say we don't, you know, do some spot checking ourselves because you always want to do that. But, but it really, that's, that was a nice time saver. Um, and there are a number of other pages within the document where the data is just being pulled in, um, automatically from one stream and pre-populated in those documents. Whether it's a word, uh, in most cases to word, there's a few Excel documents. It gets thrown right in there, saves us a bunch of time.

It's, it's a really nice, uh, sort of a, it was like, it was like a nice surprise that the system did this for us. It's another step in increasing the efficiencies and the output with the new solution. Yeah. And it allows us to focus on, you know, writing the narratives, um, doing analysis, you know, presenting it to the end consumer, the readers of the, of the budget book, rather than, you know, going in and making sure that that number is right. And that number is right.

Again, we, you know, we do our rechecking, but it's, it's a lot less than we needed to in the past. So a lot more time analyzing the data instead of worrying about checking it and making sure that it's accurate. Yeah. Yeah. You know, we, yeah. When you have, when you have confidence in the data, um, and, uh, you know, our, our experience has been really, really good in that regard. You know, it, it, it's a little bit of a line and you can focus on your other things. Like a single source of truth, if you will, for sure. Exactly.

And, uh, so Jim, what benefits would you say, I mean, you've talked about a lot, but maybe, you know, just in synopsis, if you would, uh, that you think, uh, New York courts has received so far as a result of implementing the new solution.

Yep. So, um, as I mentioned before, we, you know, a lot of the feedback that we got from our, from our local people, uh, out in the courts and districts and agencies was that they were saving an enormous amount of time relative to our legacy system. Um,

I think I had used the one example of one of our managers saying that, you know, something that had taken her seven or eight days was now getting completed in two or three days using one stream. So, you know, when you replicate that against, you know, you know, she probably has 25 colleagues around the state. That's, that's an enormous amount of time saved right there from, from their end. Um, from our perspective here at DFM, the, the 10 or so of us who are on the centralized budget team here in the division of financial management.

Um, it's allowed us to review and, uh, if necessary, revise budget requests in a much quicker, more efficient way.

Um, another nice benefit is that our old system, um, just because of the way it was built, um, required us here at DFM to wait until everyone had gone in, finished their, finished their budget submission, locked it up in the system, and then we could get to work on it. Now, the nice thing is, this is an enormous benefit, is that as soon as we get a notification, again, another nice benefit was that as soon as, you know, the sixth district down in the southern tier, as soon as they finish their budget, the relevant budget analyst here at DFM gets a notification.

Oh, sixth district is finished up. That analyst can then get right to work. They don't have to wait for anyone else.

They can, and right there, that is another enormous time savings. Um, so, um, that, that probably saves us a week, um, in the budget development process. Whereas we have, we have to wait for that year over year, correct? Oh yeah, yeah. And it's, and it's, and it's, and not only that, it's a, it's a flexibility thing for us. It gives us a little more time to work on all of the processes rather than wait for everything to be done. Um, the integration of the actual data from SFS has, that's been an enormous efficiency improvement.

Um, it, you know, you don't have to flip between two different computer software products, you know, or use an intermediary step like an Excel where you have to export and then manipulate and all that kind of stuff. Um, and then as I also mentioned before that we, you know, we're able to remove a lot of redundant and really no longer necessary processes from the old system. So again, that saves a lot of time for, for every user.

That's great. And Jim, just one final question. Um, anyone out there, you know, listening, viewing, uh, today's session, what advice might you have for those of them that are looking to contemplate,

undertaking sort of a finance modernization as you've gone through, you know, what advice would you give them as they undertake that, that, that mission, if you will? Yeah, the first, the first piece of advice is, um, I would identify what it is in your current system or process that is really the pain, the pain points, the friction points, um, and figure out how you can either resolve it or resolve them, mitigate them or eliminate them.

And that requires, you know, not just, you know, the people who are in your immediate orbit, but also, you know, anyone else in your organization who's, who's not in your office, but is going to be a stakeholder in this. Um, you know, what are the things that cause you to lose time? What are the things that are inefficient?

How can you improve those? Or, as I said, mitigate, resolve, eliminate? Um, and then the other issue about pain points is, you know, is there something in your current system that is, um, causing you to feel like you don't have the insights you'd like to have? Um,

is there data that requires you to go outside of your system that you need to make informed choices? So can you get all that data into one spot? As you talked about earlier, a single source of truth, right? Um, you know, is there one place that you can integrate all that so that you have the ability to just make those insights without spending your time flipping between, you know, all numerous systems?

The other is, um, you know, once you have a sort of a conceptual design, um, and a new framework, um, incorporate your end users. Um, if you have people outside, you know, when it comes to budgeting in, in, uh, in the judiciary, you know, there's only, there's only 10 of us here in this office, but there's, you know, another 100 or so out there, uh, around the state. And you need to, you need to incorporate them, you know, get your, get your highest flyers. They're the ones who are going to have the best insights, the best suggestions.

Um, but they really need an opportunity to provide feedback, to provide an evaluation. Um, if, if it's those people who get, who get gummed up at, you know, the initial rollout, it's, it's not going to be pretty. Um, and then the other thing is that, you know, any improvements and they may seem minor or inconsequential, um, to, to someone. It's, it's like, it's like Christmas in July. It's, it's a, it's a bonus when they're like, Oh, I'm so glad I don't have to do X anymore.

Um, it's, it's, it's just a nice way to help people do their job better, easier, more efficiently. And there's, there's a lot to be said for that.

Well, Jim, that's great. Listen, I wanted to say thank you and appreciate you taking the time out today, um, to, to speak with everyone. Um, so with that, I'll turn it back over to you, Kathleen. And I believe Lily's going to walk us through a demo of sorts.

Yeah. Thank you very much. Thank you, Jim. And yeah, we'll, we're going to pass it over to Lily Testify to walk us through a demo. Great.

Thanks so much, everyone. Um, Rob, Jim, and Kathleen for inviting me on today. I'm really excited to show some of the OneStream capabilities that are making life so much better at New York Unified Courts. Today, we're going to spend our time split about 50, 50 between reporting and planning. And we'll do a quick look at workflow and task management as well. What we're opening with looking at here is a OneStream landing page. And these can look any way that you want. Every menu button, image, KPI is fully configurable.

And what specifically appears on the screen for a user differs by their role. So that means a user who only uses OneStream to close the books or a user who only updates the strategic plan. They have super straightforward navigation upon login. Now I mentioned also that these KPIs are user configurable as well.

And OneStream is a great choice for an all-in-one reporting platform because from any level of aggregation or calculation, you always have transparency into the lowest level of detail. So let's say I'm looking at my revenue KPI here. I click into it and I'm seeing 12 months of data and then multiple scenarios and their variances side by side. And if I look at this a little bit more closely, I say, oh, the most revenue came in in December. And I don't need to call the owner of this KPI to get detail. I can jump directly into this drill down window.

And we're seeing here that 128 that we started with. And then across the top, a series of columns that at OneStream we call dimensions.

And this dimensional structure is how all of the data in OneStream is organized. So any figure that comes in, including this 128 million, is going to live at a particular intersection of these dimensions.

And then beyond that, the dimensions are also arranged in hierarchies. So I can navigate through them by double -clicking anywhere I have a green cell. My sources of funds then broke down into its subcomponents in my account structure. And I can continue to double-click on green cells and break down detail until I'm happy with the answer that I've gotten. And if I want to quickly get to the lowest level of detail, I can do so. And getting down to the individual transaction level, all of the numbers that made up the aggregation that I was looking at a moment ago.

And if I want to, I can configure this to pull or to surface data from the source system. And that can be a check image, a bank statement, an invoice, you name it. One of the reasons we can do that is because OneStream is totally source system agnostic. So no matter what ERP you're using, HRIS, CRM, data warehouse, you name it, OneStream can connect to it and you can begin to work with, plan with, and report with that data in a single unified platform.

So let's go ahead and get into the reporting side of things. And we're going to start with dashboards. This is some of the built-in analytics capabilities of OneStream that, you know, maintain all of your data governance and all of your business logic within the platform without needing to port it over to a third party BI tool. We're starting off with a statement of activities here that's giving us our budget and actual side by side with our variances.

And with OneStream it's easy to jump in to detail again if you remember how easy that drill down was. You can do the same just about anywhere in the platform. You can even have dashboards that pop out from dashboards. Here we're looking at a crosswalk that's showing us where our revenue is going.

And KPIs can have additional information associated with them as well. So I click in to this one. I've got my chart here with a threshold set to appear red when our population decline has exceeded a particular threshold, for example. You can also attach PowerPoints for your executives that actually reuse and repurpose the very same data assets in OneStream from earlier.

And this is really important, this OneStream concept of build once, consume anywhere. And well, how does that work? OneStream is a strategic partner of Microsoft. So that means that OneStream data lives and moves really naturally within Microsoft PowerPoint, Microsoft Word, and Microsoft Excel.

We can set up dashboards for that. And OneStream supports all of the filtering and navigation, for example, that you'd be accustomed to. But then OneStream also has built-in financial and time intelligence. And this matters really for efficiency's sake. That financial intelligence means I'm never having to teach the system how to treat a particular account. And then because it has time intelligence, it understands the periodicity of the data. And it makes it really easy to set up views like this one that have our current month next to a year-to-date next to a full year view.

And you'll also notice when I click on this cell that my chart at the right re-renders. And I'm looking at these by fund while my account structure is what appears here. And this is that OneStream dimensional data structure in action. Hard at work to give you insights the way that you need them.

Another option for how you might look at your data is with geography. So here I'm able to slice my expense data just by selecting a pin on this map.

And of course government always has plenty of, you know, GIS relevant use cases. I think capital planning being one of the strongest use cases for having this mapping ability embedded directly within our dashboards and reports. And the last thing I'll show here is commentary. That commentary in OneStream can be entered in at any level and then summarized and aggregated. So your numbers are never without the narrative that accompanies them, that creates context for them. So here I'm able to see commentary activity by user and by entity.

I can filter that in a number of ways if I want to refine the range of dates that I'm looking at. I can do that too.

So that is a bit about OneStream analytics. Let's switch gears a little bit to look at how OneStream can help produce some of those more structured pixel perfect reports. We do that through a solution called guided reporting. Guided reporting is essentially the self-service mix and match hub for users to meet their own reporting needs as quickly as possible. And we do that by leveraging these pre -configured row sets and column sets.

So when I change my row set, I get a new report with new header, your branding and timestamps, everything already populated there for you. So you're saving a lot of formatting time. And then when I select a new column set, the columns that I'm looking at change entirely and I've got a completely new report.

And if you think about this, if you had even just 10 row sets and 10 column sets, you're already at 100 different reports. But then you're able to slice those by fund. So you have a federal grant, for example, that requires its own set of financial statements. It's really easy to do that with just a dropdown. If I need to change the period that I'm looking at, I can do that without needing to worry about rolling my report forward.

If I jump over to the cube view, which is the data asset that feeds that pixel perfect report, it's really easy for me to add comments into my report. So let's say here, tax increase, for example. I save that. And then when I jump back over to this report, that change is reflected immediately. If I need to get this out of here, if I need to export this report, I can do that in any one of 10 different file formats.

And I can also email this to stakeholders directly from the system. Now OneStream also supports the automation of report distribution. So if you have a regular set of reports that need to go out on a regular cadence to a regular group of people, OneStream can do that, just saving hours of time across your reporting cycles.

So we will hopefully have time at the end to jump back and hit narrative reporting, which is where you would produce like your ACFR, your capital, book, budget book, for example. But for now, I want to get towards the planning side of the house.

We'll do that with Task Manager. And Task Manager matters because it governs all of the tasks, workflows, business processes that are being carried out in OneStream. So we're able to filter the time period that we're looking at and account for different roles. So administrator to govern the solution, preparers to do the work, approvers to approve it, and a viewer group, which is great for auditors that want to review timestamps or internal controls.

And then here are those groups of tasks that I mentioned earlier are processes. And you can do just about any structured, repeatable business process within OneStream. And even the tasks that are not executed in OneStream, for example, budget workshops or certain meetings, OneStream can be the official log that says, yes, this requirement was fulfilled.

For individual users, there is a grid view. And we can use this pivot style filtering to navigate through them and say if I want to also add priority, I can do that as well. And then I see the status of all of my relevant tasks here. There's also another way to look at the tasks for those who prefer that project management approach.

A Gantt chart is auto populated that is based on your start and end dates, but you can easily adjust by clicking and dragging. And this gives you that really easy way to review your task concurrency and task dependency.

So here this is letting me know that these arrows are letting me know that these are my dependent tasks. And then the status buttons here, for example, on my departmental budget are letting me know that this one cannot proceed because it is dependent upon that preliminary budget. Right? If I want to quickly get off a message to the person that's responsible for it, I can do so. But let's start with our preliminary budget since we're getting into the process.

We've got comments and attachments that can be joined to any task as necessary. Task forwarding available for changing roles or for leaves, for example.

And then an execute button, which is really the best part here for user navigation of the OneStream platform, because it takes that user directly to the place in the OneStream workflow that they need to be to get their work done for the day. So let's do some planning, starting with the revenue side.

We've got a five year revenue summary paired with a detailed review of our revenue accounts. And these can be filtered again by fund, just like we did in guided reporting. And then here we're seeing that revenue broken down by our categories. These can match whatever your revenue categories might be. And we're going to start with that tax revenue as an example of a driver based model.

This is again another summary screen. And the yellow cells are letting us know, hey, these are being calculated from a supplemental model. When we get into the drivers, we're able to change the way that our drivers behave. We can ensure that different rates are applied appropriately. And we have full transparency into the formulas that are being used to calculate.

So here I'm seeing property tax in a plain English formula being exposed using that same drill down capability that let us get down to transaction detail. You can do the same for sales tax. If you have these in a spreadsheet, of course, you can just have that imported.

But you can also just do manual entry using some of OneStream's shortcuts. We'll save that off and then we can proceed through the rest of our categories until we are satisfied with the results. And then save that off.

So let's have a look at the expense side of things. We're able to seed a baseline for ourselves for our new budget from any version that we so choose. So here we're seeing multiple scenarios side by side. And remember that because your actuals also live in OneStream, you always have access to them as a basis for planning. Now I can choose if I want to seed my budget just for a single entity or for the total organization.

And then I can select which version. Let's say that the forecast is not probably the best estimate and that the prior year actuals are more likely to be the most accurate basis. And I can see that.

And now we're seeing that preliminary budget matching the actuals. Now all these cells here are empty, right? They're not filled in with data. And that's because in OneStream you can choose at which level of granularity that you're going to plan. So if your strategic plan just gives you those high level targets, it does not have to match the granularity that your actuals data comes into the system.

So you're going to need to make some adjustments. So we'll start here. You can do that by percentage or you can do it by dollar amount. So let's say 3 million here. And then we can use something called cell detail to add additional granularity where there is none in the view that we have available to us, right? So here I'm seeing this 1.4 million is made up of a million dollars for a new fire truck and 400,000 for a recruitment effort. Let's say I want to add another one, another line that is 50,000 for, oh, I don't know, new boots. Great.

And I can use these classifications, which of course you can configure to match whatever is the most useful for you. But those can also be drawn upon for custom reporting if you need it.

So now I'm seeing my total is updated. I've got a little hash mark here that lets me know that I've got cell detail going on. Of course, we can add commentary if there's any narrative that should accompany these or any justifications that can be included. And then once we've finished here, we'll save. And then after that, you can proceed to balance your budget.

And the last thing we might want to do here from this top down view is set some global drivers. And these are things like your payroll taxes, your benefits information. This is a process that doesn't happen very often during the year. So if anyone needs a refresher, here is that the instruction document, a training video if needed. And then of course, we maintain that tight integration with Excel. And that's a theme that's come up a few times over the course of this demonstration. I want to show exactly how that works. Rushing the sheet here.

And we're seeing that exact same data that was within one stream now here in an Excel workbook. And I can make some changes here. Let's say I want to change this to 7.5. I want to bump this up to 170,000.

I can do all of the work that I want to do in Excel and then submit that, the updates to that sheet back to the OneStream platform.

And what's great about this Microsoft partnership is that we get the full functionality, such as drill down, cell detail, data attachments, all accessible to us within Excel. So we can look at the audit history and see exactly all of the changes that have been made with the timestamps, who did them and where they were done. And if there are multiple workflows, because again, in OneStream, when we enter data in one time, we can use it over and over again in multiple places. So if more than one workflow is impacted, that will all appear here.

So if you want to change the changes that I've made in Excel, they have passed right through. The other global drivers that you might want to set are maybe if you are served by multiple unions.

Each one of them probably has a separate workbook with their grade step based salary tables. OneStream can store those centrally and even manage when those rates are being negotiated. And then these calculations again will occur here at the top level and then flow down seamlessly into workforce planning, personnel planning when it's captured at the departmental level. And we can do the same thing with capital drivers, capital rates, and these can even be pulled in directly from the Federal Reserve Bank if you so choose to.

Now, what about your typical budget data entry? What could that bottom up planning process look like in OneStream? And here we're starting with some review screens. We're able to see the sources and uses of funds, kind of the product of what occurred at that top level planning process.

And if I want to give my departmental user the option to select a different version to seed from, we can do that here. You can also review the drivers. Again, we know this is a review because these cells are grayed out. They can't make changes to them, but they can review the work that was done in the prior steps.

And of course, they can proceed through workforce and capital planning. What's beautiful about OneStream is we can put all of those in one place. We don't have to wrangle tons of spreadsheets to produce those parts of our budget.

So here we're looking at what expenses have been brought in so far. So there are different schedules of the accounts that when I review each one, I can see the outputs of my initial seeding, of my workforce, of my capital planning, or any other specialty planning that I might have done. So we never have to start our data entry completely from scratch.

Again, because those supplemental planning processes are all woven directly into the same system, we can pull directly from the data that we loaded into our people plan when we're reviewing this budget output version. But let's say, you know, for some reason I've been overridden, right? I need to make some kind of top side adjustment here in September. Let's say we're going to bump this up to 70,000.

And now we can see that these figures no longer tie out. I can use that drill down and audit capability to see the changes here. We have what's called the origin dimension that tells you exactly how much of it was brought in, how much of it was manually changed in one stream.

But if we want a more simple view, if we want to see it broken out, we can set up screens like this for our adjustments, where those differences are either automatically calculated, or we can just enter them here ourselves. So for example, say from October to March, we want to use that spreading capability one more time.

And again, one stream has a range of potential uses for spreading different kinds of distributions, factoring, and so on and so forth. Right now I'm just going to say that we want to evenly distribute $50,000. And that difference is spread automatically for me, and I can save that off.

And I now have that update made across those months. Those have increased from that $50,000 baseline that I started with. And I can also provide summary screens like this one that just allow for that high level review of all of the schedules and months in one place with your scenario comparisons. And you can group these by recurring or nonrecurring if you'd like. But when we decide that we are finished, we can go ahead and submit that budget.

So let's spend our final couple minutes briefly going through narrative reporting. And remember, this is where you would build things like your budget book, your capital book, your ACFER, your cost allocation plan, your CFA, you name it, can all be built in one stream, sourced directly from one stream data. And when you build that report in one stream one time, what you've created for yourself is a reusable template. That saves hours of time every year in formatting and data collection. When you select a report, the first thing that you see is an outline of all the document components.

And then we've got here a progress bar. We're seeing kind of a log of the activity. And each individual document component can be assigned its own preparer and approver. So any component that I select, I have the option to check out, to submit for approval, or just a preview.

And I can choose whether I want it opened in Microsoft Office or within the version of Microsoft Word that's embedded in one stream.

Let's check out the budget comparison document. Here we're seeing that there is some narrative text here. This is, for example, lots of new homes increase revenue, for example. So it's quite simple, just as you're accustomed to working with Microsoft Word in your browser or on your desktop, you can do so right within one stream.

The difference is that you have access to one stream data directly within, and it can be refreshed immediately from within the document. I can toggle my view here to show me which pieces of this document are coming directly from one stream. So when I hit refresh, what are the things that are going to get updated?

And that's what makes this a reusable template because that year when I roll this forward to the next budget cycle is going to change to 2027 without me having to make any updates to this document. But what about these data assets? Right? So first we're seeing our activity log. We've got complete versioning.

But the data artifacts or the data assets, these can be charts from within one stream. They can be tables, Excel files. This is that build once consume anywhere in action. And if I want to add additional content, I can do so very simply just selecting from a menu. Now if I want to have a better look at this, I can interact with it as the spreadsheet that it is. And I have access to the same functionality, the same granularity that I had access to in the rest of the platform, including that one stream drill down capability that you're seeing here, that very same window open up for us.

When I'm finished, I can jump out of here. And turning your required reports into one stream narrative books saves you time every day, every month, every year. So now I can submit to wrap this up. And if I'm an approver, it would look like this. And I'll hit approve here. And notice the icons on the side are changing in response to my document status. And now I'm seeing my activity log updated. Everyone can go home happy.

And we've made it to the end. I want to say thank you personally and from our whole state and local practice at OneStream for your time and for your engagement today. We've seen all your questions as they came in. So please keep an eye on your inbox for our responses will be as prompt as possible. And of course, let us know if we can show you what OneStream can do for your agency.