1. OFFICE OF THE CHIEF FINANCIAL OFFICER CFO Budget and Planning System Update The Budget System Assessment (BSA) Team has completed it’s initial review of the Laboratory’s requirements for a budgeting system and published a final report February 2005 available on the new CFO website. http://www.lbl.gov/Workplace/CFO/bgt/index.html The BSA team recommended a detailed review of Brookhaven National Laboratory’s PeopleTools-based Budget and Forecasting System for potential implementation at LBNL.

2. OFFICE OF THE CHIEF FINANCIAL OFFICER CFO Brookhaven has provided web access to a copy of the system The team has been expanded to include additional divisional representation The expanded team has prioritized the originally defined requirements to identify mandatory requirements Brookhaven will provide additional system explanation through web conferences Mandatory requirements will be compared to system ability in a fit/gap analysis Based on the fit/gap analysis the expanded BSA Team will make a go/no go recommendation Budget and Planning System Update

3. OFFICE OF THE CHIEF FINANCIAL OFFICER CFO Core Team IT Technical Specialists Margretta Campbell TBD Project Steering CommitteeTBD User Community Core Division Representatives: Representatives: Gita Meckel Nancy Padgett Emmy Randol Joy Lofdahl Bill Johansen Melissa Baksic Office of the CFO Anne Moore, Bridget Haverty, Jim Dahlgard, Jim Dahlgard, Paul Shepherd Chuck Axthelm Phyllis Gale Internal Audit TBD Project Sponsor Jeffrey Fernandez Project Director Minh Agon Huebner Project Manager Rich Nosek Budget and Planning System

4. OFFICE OF THE CHIEF FINANCIAL OFFICER CFO Prioritization of Budget and Planning Functionalities Started with 320+ items gathered in the Budget System evaluation phase (documented in report) Prioritized using following categories: –4: Mandatory (Absolutely required for system to work or for compliance) –3: Highly Desirable (Would create significant efficiencies. Alternatives are onerous) –2: Nice to Have (Would create efficiencies but reasonable alternatives exist) –1: Not needed (Would not provide sufficient value to justify the cost) Results: 88 items categorized as mandatory (54 in area of funding) for the fit-gap analysis

5. OFFICE OF THE CHIEF FINANCIAL OFFICER CFO BNL System Review Self-education : Begun to navigate through system, reading provided documentation, trying functions, asked a few questions Strategy for efficient interactions with BNL: –Developed long list of questions –Outlined perceived “gaps” between functionalities of BNL system and LBNL’s “mandatory” functionality list –Scheduled 3 videoconferences in mid/late May Videoconference topics: –BNL charts of accounts, corporate WBS and project tree structure to drive budget system –Detailed discussion of the funding component –Detailed discussion of project planning (spend plans)

6. OFFICE OF THE CHIEF FINANCIAL OFFICER CFO Initial Observations BNL’s system appears to provide a good foundation for Funds Control and Institutional Planning functions, which are LBNL’s greatest needs BNL’s system, as is, will not be the ultimate answer for all of LBNL’s needs for Project Planning. It is roughly on par with Janus (better in some areas, not as good in others) –Strong in labor planning –Does not support grant year view for WFO or monthly non- labor forecasting BNL’s system is tailored to BNL’s chart of accounts and tree structures, including their project WBS. These structures are different from ours and will require accomodation