Each check names the task or report to run, what a healthy answer looks like, and what it costs you when the answer is no. At the end you get a ranked fix queue.
For grants teams: Workday Grants guides, plain answers to the seven questions we see most, from fixing a salary charge on the wrong grant to closeout.
Four further checks run whichever area you pick, because they break the same way everywhere. Allow fifteen to twenty minutes and answer from what you can see; Not sure is a real answer and is scored as one.
Your answers never leave your browser: no signup, and nothing you enter is transmitted or logged. The page visit itself is counted. Progress saves in this browser as you go, so you can close the tab and pick the run back up later.
The Saintilco Financials Diagnostic is a fixed-fee, two-week review of your own Workday Financials tenant for $3,500. It ends in a ranked findings list with a named owner for every item. Run the free check first. If your score is comfortable, you don't need it.
The findings stand whether or not you hire me for the fix, which is quoted separately and only if you ask.
Under the micro-purchase threshold. This price is below the $15,000 federal micro-purchase threshold. Payable by card; your institution's purchasing policy still applies.
Your score is the share of severity-weighted checks you passed: critical checks count 3 points, significant 2 and hygiene 1. Bands run Solid (85% and up), Workable (65 to 84), Material exposure (45 to 64) and At risk (under 45). One critical failure caps you at Material exposure, and three cap you at At risk.
These checks have a shelf life. Workday changes behavior at every release, so one short email when a published rate, a tier, a reset date or one of these checks actually moves.
Entirely optional. Your result above does not change either way, and nothing you answered is attached to it.
The health check finds problems but can't scope the fix, because the fix depends on your configuration, your award count and your close calendar. If three or four items come back critical, the free scoping call is the cheapest next step. The $3,500 diagnostic comes after that.
The Saintilco Financials Diagnostic is two weeks and a fixed $3,500, ending in a ranked findings list with a named owner against each item. The findings stand whether or not you hire me for the fix. If your score above is comfortable, you don't need it.
All 52 checks are listed below so you can read them before you start. There are 12 each for financial reporting, customer accounts and revenue, grants and sponsored programs post-award, and professional services and project billing, plus 4 cross-area checks. A run asks 16: your chosen area's 12 plus the 4 cross-area checks.
AREA 1 · 12 checks
Are your primary financial statements produced end to end by Workday, or assembled by a person in Excel or OfficeConnect afterwards?Critical
Where to look. Ask whoever produces the board pack to walk you through the last one, step by step. Any step that involves copying numbers between files is the answer.
A pass looks like. The statement renders complete from Workday. Distribution is the only manual step.
What it costs you. A manual assembly step is unauditable, undocumented and walks out of the door with the person who does it. It is also the usual reason close takes three extra days.
The fix. Build the statement as a composite report over the financial reporting journal-lines data source, with subreports for each section. (3 to 5 days per statement)
Does every subreport inside each composite report expose the control field that composite aligns on?Critical
Where to look. Open a composite → general settings → note the control field. Then open each of its subreports and confirm that field is in the column set.
A pass looks like. Every subreport exposes it, without exception.
What it costs you. This is the failure that does not look like a failure. Rows silently fall out of alignment, the statement still renders, and the numbers are wrong in a way nobody catches until an auditor ties them out.
The fix. Add the control field to the column set of every subreport in the composite, then re-tie one period end to end. (Hours)
Can one report show actuals against plan, or is budget-versus-actual merged by hand each month?Significant
Where to look. Look for a composite that joins a journal-lines subreport and a plan-lines subreport on the same control field.
A pass looks like. One definition returns both.
What it costs you. A monthly manual merge, repeated forever, and a variance pack that nobody can reproduce when challenged.
The fix. Add a plan subreport to the existing composite on the same control field. (1 to 2 days)
Are your statement subreports built on the financial reporting data source, or on transaction-level sources?Critical
Where to look. Open each statement subreport and read its data source.
A pass looks like. The reporting-optimized journal-lines source.
What it costs you. Transaction-level sources do not carry the same balances. Reports get slow, then get wrong, then get abandoned for a spreadsheet.
The fix. Rebuild the subreports on the correct data source and re-tie to the trial balance. (3 to 5 days)
Can a user drill from a statement line down to the journal lines behind it without exporting anything?Significant
Where to look. Open a statement, pick a line with an unexpected number, and try to drill.
A pass looks like. Drill reaches journal-line detail inside Workday.
What it costs you. Every variance question becomes an offline investigation by one person, and the answer arrives after the meeting it was needed for.
The fix. Enable drill-down and related actions on the row definitions. (Hours)
Do you know which custom reports are actually run, and is an owner named against each one?Hygiene
Where to look. Run your report-usage audit and sort by last-run date. Count how many have not run in twelve months.
A pass looks like. Every live report has a named owner; dormant ones have been retired.
What it costs you. Report sprawl means two people bring different numbers for the same measure to the same meeting, and neither can say which is authoritative.
The fix. Usage report, owner column, and a retirement pass with a communicated cut-off date. (1 to 2 days)
Is there one shared prompt set, or does every report prompt differently?Significant
Where to look. Open your five most-used finance reports and compare their prompt configuration side by side.
A pass looks like. A shared prompt set is used consistently.
What it costs you. Two users answer the same question with different parameters and get different numbers. Neither is wrong; both are reported.
The fix. Define a shared prompt set and point the reports at it. (1 to 2 days)
Is report access governed by security groups, or has it drifted to sharing with named individuals?Critical
Where to look. For your ten most sensitive reports, open sharing and look at whether the list contains groups or people.
A pass looks like. Groups only.
What it costs you. Named sharing does not get revoked when someone changes role or leaves. You cannot answer who can see the P&L, which is a question you will eventually be asked under oath-adjacent conditions.
The fix. Convert individual shares to security-group shares and add a quarterly review. (1 to 2 days)
Do statements reach their audience through scheduled delivery, or does someone email an export?Significant
Where to look. Ask how last quarter's board pack physically got to the board.
A pass looks like. Scheduled delivery from Workday to a governed distribution list.
What it costs you. Uncontrolled copies of pre-release financial statements sitting in personal mailboxes, with no record of who received what.
The fix. Configure scheduled report delivery with a maintained recipient list. (Hours)
How do report definitions move from sandbox to production: a migration process, or rebuilt by hand?Significant
Where to look. Ask the report team what they did with the last new statement.
A pass looks like. A tenant content-migration process moves definitions.
What it costs you. Hand-rebuilding means sandbox and production diverge quietly, and every fix gets retyped, which means every fix eventually gets mistyped.
The fix. Adopt the tenant content-migration process and stop hand-building in production. (1 to 2 days)
Does anyone test critical reports in Preview before a Workday release reaches production?Critical
Where to look. Ask who owns the pre-release test pass. If the answer is a shrug or a name with no documented list, mark it failed.
A pass looks like. A named set of critical reports is run in Preview every release, by a named owner.
What it costs you. You discover the breakage during close, under deadline, with no time to fix it properly.
The fix. Define a ten-report regression set and put half a day per release in someone's calendar. (Hours to set up)
Are there reports so slow that people avoid them and rebuild the answer in a spreadsheet?Hygiene
Where to look. Ask the users, not the builders. The builders do not know.
A pass looks like. No report is being routed around for speed.
What it costs you. Shadow reporting. The spreadsheet becomes the real system of record and nobody decided that it should.
The fix. Tune the worst offenders (filters, data source, prompt defaults), starting with the one people name first. (1 to 2 days)
AREA 2 · 12 checks
Are revenue categories doing double duty, classifying revenue and driving tax applicability at the same time?Significant
Where to look. List your revenue categories and trace how tax is derived on a sample invoice.
A pass looks like. Revenue classification and tax applicability are separate constructs.
What it costs you. Every change made for a tax reason silently changes revenue reporting, and the category list grows until nobody can pick from it correctly.
The fix. Separate tax applicability from revenue category. This is a design change, so model it before touching production. (3 to 5 days)
Can a biller pick from a clean, current sales item list, or is it full of obsolete entries that still select?Hygiene
Where to look. Open the sales item list and count the entries that should have been inactivated.
A pass looks like. Obsolete items are inactivated and a naming standard exists.
What it costs you. Wrong item picked means wrong revenue category means a correction two months later, at close, by someone else.
The fix. Inactivation pass plus a naming standard and an owner for additions. (1 to 2 days)
Do you get failed accounting events at close, and can each one be explained?Critical
Where to look. Run the failed or unposted accounting events report for your last three closes and count.
A pass looks like. Zero, or a handful with a known cause and a fix in flight.
What it costs you. Failed events mean revenue that did not post. It gets patched with manual journals, which is exactly the pattern external audit samples.
The fix. Fix the posting-rule gaps behind the three most frequent failures rather than the newest one. (3 to 5 days)
Do invoices reliably reach customers by email, and would you know if they stopped?Significant
Where to look. Three places have to agree: the tenant-level email setup, the customer invoice event notification on the business process, and document delivery on the customer record.
A pass looks like. All three configured, and delivery failure is visible to someone.
What it costs you. Days sales outstanding climbs for a configuration reason nobody suspects, and collections chases customers who never received the invoice.
The fix. Configure all three and add a delivery-failure report to the AR routine. (Hours)
Do your consolidated invoice runs come close to the per-customer, per-currency volume ceiling?Significant
Where to look. Check the size of your largest consolidated runs against the cap for your release.
A pass looks like. Comfortably under, or deliberately split.
What it costs you. Check what your release does when a run hits the ceiling. Missing invoices are not obvious, and you find them in the ageing.
The fix. Split runs by customer group and monitor the counts. (Hours)
Does any external party depend on the format of your invoice numbers?Hygiene
Where to look. Ask AR who complains when a number looks different. Customer AP portals and EDI partners usually do.
A pass looks like. The dependency is known and written down.
What it costs you. Someone changes a numbering sequence for a good internal reason and breaks payment matching at your largest customer.
The fix. Document the dependency and gate numbering changes behind it. (Hours)
Is there one rule for when to adjust an invoice versus credit and rebill, and does everyone follow it?Significant
Where to look. Pull last quarter's credits and check whether the choice was made consistently or by preference.
A pass looks like. A written rule, applied the same way by everyone.
What it costs you. Inconsistent corrections make revenue restatement patchy and give the auditor a thread to pull on.
The fix. Write the rule in one page, train AR, and add it to the correction business process as guidance. (Hours)
Do the billing schedule types configured in the tenant match what your contracts actually require?Critical
Where to look. Sample ten contracts across your revenue models and compare the signed terms to the schedule type configured.
A pass looks like. They match on all ten.
What it costs you. Where they do not match, revenue timing has been wrong since go-live on every contract of that shape.
The fix. Remap the mismatched contracts. Effort scales with how many share the pattern. (3 to 5 days)
Does configured revenue recognition match how your controller actually wants revenue recognized?Significant
Where to look. Ask the controller to describe it, then read the configuration. Do it in that order.
A pass looks like. The two descriptions agree.
What it costs you. When they disagree, a spreadsheet is quietly doing the real work and the system is producing numbers nobody uses.
The fix. Reconcile the two and change the configuration, not the spreadsheet. (3 to 5 days)
Can you produce a deferred revenue and unbilled receivable roll-forward from Workday that an auditor can follow?Critical
Where to look. Try to produce it now. If the honest answer involves a spreadsheet and a person, this check has failed.
A pass looks like. Produced from the system, tying to the ledger, without manual assembly.
What it costs you. This is the most expensive single question in a revenue audit, and answering it by hand every year costs more than building the report once.
The fix. Build the roll-forward as a report over the revenue and billing data, and tie it once properly. (3 to 5 days)
How much of contract amendment and renewal is manual?Hygiene
Where to look. Ask the contracts team to time one amendment end to end.
A pass looks like. Templated, with most of the work automated.
What it costs you. A capacity ceiling you meet at renewal season, which is also when errors are most expensive.
The fix. Build amendment templates for your three most common change types. (1 to 2 days)
Do you know exactly which parts of order-to-cash live outside Workday, and who owns each boundary?Significant
Where to look. Draw the flow from order to cash on one page and mark every system it crosses.
A pass looks like. Known, deliberate and owned.
What it costs you. The gaps between systems are where reconciliation burden accumulates and where nobody is accountable for a break.
The fix. Document the boundary, name an owner per hop, and decide what should move in. (1 to 2 days)
AREA 3 · 12 checks
Is your grant-to-award structure deliberate, and does it hold where award dates overlap?Critical
Where to look. Find awards with overlapping dates and confirm that each award line carries only one grant worktag value.
A pass looks like. The structure is documented and no overlap conflicts exist.
What it costs you. Costs collect against the wrong grant. Unwinding it after two years of transactions is one of the most expensive remediations in this module.
The fix. Restructure the worktags and reconcile historic spend. Effort scales with award count, so do it while it is small. (Design change)
Are grant hierarchies used to route approvals through inherited roles, or is routing configured award by award?Significant
Where to look. Check whether a grant hierarchy exists and whether business process routing draws roles from it.
A pass looks like. Hierarchies carry the roles and routing inherits them.
What it costs you. Every new award needs manual routing setup, so approvals go to the wrong person during the window when nobody is watching.
The fix. Build the hierarchy and move routing onto inherited roles. (3 to 5 days)
Are award identifiers populated consistently (award type, purpose, federal and sponsor codes, special conditions), or are those fields blank?Significant
Where to look. Run an award list with those columns and count the blanks.
A pass looks like. Populated wherever applicable.
What it costs you. You cannot answer a sponsor report or an audit sample without a manual lookup per award, and human-subject or other special-condition reporting gets missed.
The fix. Backfill the existing awards, then use required-field configuration so it cannot recur. (1 to 2 days)
Is the F&A rate agreement in the tenant the one you have actually negotiated, with correct effective dates?Critical
Where to look. Put the signed rate agreement next to the tenant configuration and compare rate by rate, date by date.
A pass looks like. They match exactly.
What it costs you. Every single transaction recovers the wrong indirect cost. It is silent, it compounds, and it is unrecoverable once the period closes.
The fix. Update the agreement and the effective dates. This is usually the highest-value, lowest-effort fix in the whole module. (Hours)
Are your internal spend categories mapped to the sponsor cost categories named in the rate agreement?Significant
Where to look. Check whether object class mapping is configured, and spot-check three categories against the agreement.
A pass looks like. Mapped and current.
What it costs you. Sponsor financial reports get assembled by hand every cycle, by the one person who knows the crosswalk.
The fix. Configure the mapping from the rate agreement's own category list. (1 to 2 days)
Does F&A reimbursement revenue distribute internally the way your institution has agreed it should?Significant
Where to look. Check the F&A revenue allocation profile. If you waive F&A or use cost share anywhere, confirm cost share is selected on that profile before the waived expense profile is used.
A pass looks like. Configured, and it matches the internal return agreement.
What it costs you. Departments do not receive their F&A return, so the finance office reallocates by journal every quarter and deans stop trusting the numbers.
The fix. Configure the allocation profile to match the agreement, then stop the manual journals. (1 to 2 days)
When a rate deviates from the agreement, do you use an exception or override, or create a whole new rate agreement each time?Hygiene
Where to look. Count your rate agreements. A long list of near-identical ones is the tell.
A pass looks like. Exceptions and overrides handle deviations.
What it costs you. Rate agreement sprawl that nobody can audit and that makes the next genuine rate change dangerous.
The fix. Convert the near-duplicates to exceptions against one agreement. (1 to 2 days)
When a rate changes retroactively, is there a defined process to re-recognize spending that already posted?Significant
Where to look. Ask what happened the last time a rate moved retroactively. Listen for a reprocess step and a regenerate-invoices step.
A pass looks like. A written procedure exists and someone has run it.
What it costs you. Revenue and billing stay wrong for the whole retroactive period, and the correction is discovered by the sponsor rather than by you.
The fix. Document the reprocess-then-regenerate procedure and rehearse it in sandbox before you need it. (Hours)
Do expenditure controls block unallowable spend at the point of entry, or do you catch it afterwards?Critical
Where to look. Check whether expenditure controls are configured on awards, then try to post a clearly unallowable cost in sandbox and see what happens.
A pass looks like. Blocked at entry, with a message that tells the user why.
What it costs you. Unallowable costs charged to federal awards are a regular single audit finding. Catching it afterwards means cost transfers, which are themselves a finding.
The fix. Configure expenditure controls per sponsor type, starting with your largest federal sponsor. (3 to 5 days)
Do your effort certification eligibility rules select the right population?Significant
Where to look. Run the eligibility rule and compare the resulting list against everyone who actually has salary charged to an award this period.
A pass looks like. The two lists match.
What it costs you. People who should certify never receive a survey, so the payroll charged to their awards has no substantiation behind it at all.
The fix. Correct the rule and reconcile the population every period as a standing control. (1 to 2 days)
Sample ten completed effort certifications. Is every one of them dated and attributable to a named person?Critical
Where to look. Pull ten at random from the last completed cycle and look at them properly.
A pass looks like. All ten are complete, dated and attributable.
What it costs you. Undated or illegibly signed certifications are weak support for payroll charged to awards. In one 2024 OIG audit of NIH awards, 10 of 15 sampled certifications were undated or illegibly signed (HHS OIG report A-04-20-03583, 10 May 2024).
The fix. Enforce dating and attribution through the survey configuration and the business process, then re-run the sample. (Hours)
Can you produce budget, spend, F&A, revenue and billed-to-date for one award, in one place, right now?Critical
Where to look. Pick an award and try. Time how long it takes.
A pass looks like. One report, under a minute.
What it costs you. Every principal investigator question, every sponsor report and every audit request becomes a manual assembly job, and the answers differ depending on who assembled them.
The fix. Build the award-level statement once. It pays for itself in the first audit cycle. (3 to 5 days)
AREA 4 · 12 checks
Does the contract in the tenant match the one that was signed, line for line, including the fee type and any cap?Critical
Where to look. Take your three largest live contracts, open the signed document beside the customer contract in Workday, and compare fee type, amount, cap and billing schedule.
A pass looks like. All three match without explanation.
What it costs you. Every downstream number inherits the discrepancy. You recognize revenue against terms nobody agreed to, and the first person to notice is usually the customer disputing an invoice.
The fix. Reconcile the signed terms to the tenant contract and agree who owns that reconciliation at signature, not at close. (1 to 2 days)
When a change order lands, does it amend the contract in the tenant, or does someone adjust the invoice by hand?Significant
Where to look. Find the last three change orders and trace what happened in the system after each one.
A pass looks like. The contract was amended and billing followed from it.
What it costs you. Manual invoice adjustments do not flow to recognition, so revenue and billing drift apart quietly and the gap is discovered in an audit rather than in a report.
The fix. Route change orders through a contract amendment, and stop allowing manual invoice edits as the fix. (1 to 2 days)
For fixed fee work, is recognition driven by measured progress, or by whatever was billed that month?Significant
Where to look. Pick a fixed fee project and compare the recognized amount to the billing schedule for the same period.
A pass looks like. Recognition follows a measured method and is deliberately independent of the billing schedule.
What it costs you. Billing-driven recognition on fixed fee work is the classic restatement. It is also invisible while cash is arriving on schedule.
The fix. Configure a recognition method tied to progress, and reconcile it to billing monthly rather than assuming they agree. (3 to 5 days)
Is there a hard cut-off for time entry, and does anything actually stop entry after it?Significant
Where to look. Ask when time for last month was due, then check whether any time was entered for that month after the date.
A pass looks like. A cut-off exists and the system enforces it.
What it costs you. Late time lands in a closed period or silently in the wrong one. Either way the margin you reported on that project was never real.
The fix. Set and enforce the cut-off in configuration, and handle genuine exceptions through a named approval rather than an open window. (Hours)
Can anyone approve their own time or expenses, through a delegation, a role assignment, or an unfilled approver step?Critical
Where to look. Look at the approval routing for time and expense, then look at who holds each approving role and every active delegation.
A pass looks like. No path exists in which a person can approve their own submission.
What it costs you. This is the first thing an auditor tests in a services business, and an unfilled approver step that auto-advances counts as a failure even if nobody has used it.
The fix. Close the self-approval paths, review delegations, and make sure no approval step can auto-advance when the approver is empty. (1 to 2 days)
Do billable and non-billable hours use distinct, governed values rather than a free-text field or a convention people remember?Hygiene
Where to look. Open the time entry options a consultant actually sees and count how many ways there are to record the same hour.
A pass looks like. A short governed list, with billable status derived rather than typed.
What it costs you. Utilization and margin become unreliable in a way that is invisible on the report and obvious to anyone who recalculates it.
The fix. Rationalize the values and derive billable status from the project and role instead of asking the person to choose. (1 to 2 days)
Where does the rate on an invoice line come from, and can you show it derives from the contract without anyone typing it?Critical
Where to look. Take one invoice line and trace the rate back: contract, rate sheet, role, worker override. Count the manual steps.
A pass looks like. The rate derives from the contract with no manual entry anywhere in the chain.
What it costs you. A typed rate is unauditable and eventually wrong. Under-billing is never noticed and over-billing is noticed by the customer.
The fix. Put rates on governed rate sheets tied to the contract, and remove the ability to type a rate at invoice time. (3 to 5 days)
Is there a review step between the draft invoice and the customer, owned by someone who did not do the work?Significant
Where to look. Ask who looked at last month's largest invoice before it was sent, and whether they were on the project.
A pass looks like. A named reviewer outside the delivery team signs off before release.
What it costs you. Disputes are far more expensive than review. An invoice that goes out wrong costs the relationship as well as the cash.
The fix. Add a billing review step with a named owner and a short checklist of what they are looking for. (Hours)
Are expenses billed against the contract terms, including markup and any category exclusions, without a person remembering the rules?Significant
Where to look. Take a recent expense-heavy invoice and check it against what the contract permits.
A pass looks like. Terms are configured and applied automatically.
What it costs you. Billing an excluded category is the fastest way to have an entire invoice disputed, and the write-off usually exceeds the expense.
The fix. Configure the billable rules and markup on the contract so the terms apply themselves. (1 to 2 days)
Can you reconcile recognized revenue to billings plus the movement in unbilled less the movement in deferred, for your last closed period?Critical
Where to look. Pull the four numbers for one closed period and do the arithmetic.
A pass looks like. It ties, within a tolerance you set deliberately rather than discovered.
What it costs you. If it does not tie, something is in the wrong period, and you do not yet know which direction or how much.
The fix. Build the reconciliation as a standing monthly control rather than something performed when an auditor asks. (1 to 2 days)
Is unbilled reviewed by age, with anything genuinely unbillable written off on a schedule?Critical
Where to look. Age the unbilled balance and look at what is older than ninety days.
A pass looks like. Aged unbilled is reviewed monthly and written off on a defined policy.
What it costs you. Stale unbilled is an asset that will never convert to cash. It flatters the balance sheet until someone makes you clear it in one quarter.
The fix. Age it, set a write-off policy with a named approver, and work the backlog down before it becomes a single large correction. (1 to 2 days)
After the close, can you produce the evidence for a project's margin without rebuilding it in a spreadsheet?Significant
Where to look. Pick a closed project and ask for the revenue, cost and margin evidence as it stood at close.
A pass looks like. The evidence is produced from the system, as at the close date.
What it costs you. Margin reconstructed months later is a reconstruction, not evidence, and it will not survive a question about what was known at the time.
The fix. Define the close evidence set for services and produce it as part of the close rather than on demand. (1 to 2 days)
CROSS-AREA · 4 checks
Are there security domains and business processes your implementer configured that nobody has reviewed since go-live?Critical
Where to look. Pick the three business processes most central to this area and read their policies and step definitions. Note who last edited them.
A pass looks like. Reviewed within the last twelve months by someone who still works there.
What it costs you. Implementation-era configuration reflects assumptions nobody remembers making, about an organization that has since changed shape. This is almost always a real finding.
The fix. Review and re-approve the policies for the core processes, then set an annual review date. (1 to 2 days)
Do people route around your business processes rather than through them?Significant
Where to look. Ask the people who do the work, in private, what they do when the process is inconvenient.
A pass looks like. No routine workarounds exist.
What it costs you. Adoption problems arrive disguised as configuration problems. You will spend money redesigning something that works, because nobody told you why they stopped using it.
The fix. Find the two most common workarounds and fix the reason, not the behavior. (1 to 2 days)
Do you know which integrations touch this area, and who supports each one?Significant
Where to look. List the inbound and outbound integrations for this area and name the supporting person or vendor for each.
A pass looks like. Every integration has a named owner who knows they own it.
What it costs you. Integrations are the hidden dependency in any redesign. The one nobody could name is the one that breaks.
The fix. Build the inventory with owners and review it before any configuration change in this area. (Hours)
Does anyone own regression testing for this area before a Workday release?Significant
Where to look. Ask who signed off the last release for this area. A name, not a team.
A pass looks like. A named owner runs a defined test set each release.
What it costs you. Breakage is discovered by users during close rather than by testers in Preview, when there is still time to raise it.
The fix. Define the test set, name the owner, and put the Preview window in their calendar as a recurring commitment. (Hours to set up)