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© 2017 HURON CONSULTING GROUP INC. AND AFFILIATES

TRAVEL & EXPENSE

PROGRAM ASSESSMENT

RECOMMENDATIONS AND

ROADMAP

May 30, 2017

CONTENTS

2

1. Executive Summary 3

Project Objectives and Scope 4

Assessment Approach 5

T&E Lifecycle 6

Key Findings and Observations 7

High Level Recommendations and Conclusions 11

Implementation Roadmap 13

2. Key Findings and Recommendations 14

Operations and Organization 15

Travel and Expense Management 22

3. Conclusions and Implementation Considerations 44

4. Appendix 53

© 2017 HURON CONSULTING GROUP INC.

EXECUTIVE SUMMARY

1

Project Objectives

The University of Alaska System sought Huron’s assistance in assessing the following:

Current travel and expense program, strategies, policies and processes, utilized and input into new

technologies, organizational structure, and roles/responsibilities

Card strategies and utilization recommendations across these functions

Huron has provided specific actionable recommendations based on current state operations and objectives,

and developed a roadmap to enable The University of Alaska System to move towards a best-in-class

travel and expense operation.

Project Scope

To meet these objectives, Huron has completed the following tasks:

Gather Information

Current State Assessment

Develop Recommendations

Recommendation Prioritization and Implementation Roadmap

EXECUTIVE SUMMARYPROJECT OBJECTIVES AND SCOPE

4 © 2017 HURON CONSULTING GROUP INC.

Task 1 – Project Initiation Initial Information and Interviews Request

Confirm the Project Objectives, Scope, and Approach

Task 2 - Current State Assessment Interview Key Stakeholders and Representative Customers

Assess Current Travel and Expense Program And Identify Optimization And Enhancement Opportunities

Compile a List Of Improvement Opportunities Identified During Functional Interviews

Task 3 – Develop Recommendations Develop and Present Preliminary Findings and Obtain Feedback

Develop Recommendations

Validate Findings and Recommendations

Task 4 – Finalize DeliverableA comprehensive report that includes: Travel and Expense-related Key Findings and Observations

Recommendations for Operational, Technology, Business Processes, Including Benefits of Any Recommended Investment in Operations

and Technology

Prioritized Roadmap for Implementing Recommendations

EXECUTIVE SUMMARYOUR ASSESSMENT APPROACH


EXECUTIVE SUMMARYHURON’S ILLUSTRATION OF THE TRAVEL & EXPENSE LIFECYCLE

Payment

Book Trip

Online

Booking

Agent

Booking

Duty of Care Prep Alerts Insurance Rescue

Mobile

Travel Event

Travel

Card

Electronic

Receipts

Expense Report

2

45

6

7

3

Travel Request

1


T&E technology is not utilized across all departments and campuses

TEM has limitations and upgrades and enhancements are no longer

supported by Ellucian

The University of Alaska has experienced challenges with a date

change in TEM to the 1700s and Ellucian has indicated they cannot

recreate it, therefore, cannot fix it

Banner does not integrate with TEM in the way anticipated by the

University

Workflow is complex and requires users to know approver Banner ID

instead of being fully automated

Reporting is available, but not robust

Rural locations and travelers are challenged with internet/systems

The University of Alaska Leadership understands the need to

improve the Travel and Expense (T&E) processes

Leadership is eager to establish a clear understanding of the

necessary components needed to offer a comprehensive suite of

T&E tools across the University, covering all University travel

T&E program vision includes selection of a fully automated T&E

solution including a Travel Management Company (TMC) and

online booking tool (OBT)

The University is looking to enhance the overall T&E program

rather than merely replacing a T&E system

Interested in improving the user experience

Shared Services has been created to support multiple

departments for travel and expense requirements in addition to

dedicated Travel Coordinators across the University

Roles and responsibilities are not aligned and consistent across

the University

Challenges exist with employees and guests in and traveling to

rural locations

Culture of policing vs. collaboration, combined with a lack of

communication of current policies has created frustration and

lack of trust

Resources are stretched and are spending less time on core

functions

Travel policy and processes are not streamlined

Policy confusion and interpretation differences across

campuses; often learned by rejections after expense occurred

Meal per diem is not applied equally across campuses or

departments (i.e. Alaska statewide per diem vs. city per diem)

Travel program negotiations are not centrally managed

Duplicate processes are in place for travel authorizations

Process for use of University cards is not consistent across

campuses

Delegates and travelers are searching multiple sites (i.e. Alaska

Airlines, Expedia, etc.) because of a lack of travel booking

processes through a TMC/OBT

Mission, Strategy, Vision

Policies, Processes, Procedures

Organization, People, Culture

Technology, Systems, Tools

EXECUTIVE SUMMARYKEY FINDINGS AND OBSERVATIONS


Mission, Strategy, Vision

Thank you for taking the initiative to review UA’s policies and procedures and for including us in the process – don’t stop

here, we’d like to continue to be involved in providing further input into the solution

The process isn’t working; the administrative burden on travelers and staff is significant – our time could be better spent

focusing on our research and roles at the University

An individual liability University card does not provide any benefit to us whereas a University paid card would be beneficial

There is a lack of trust by the University

I don’t have a centralized resource to contact for questions – each person I ask I get a different answer

We need better communication and training for staff and travelers

Approvals are cumbersome and take too long, we need a better process

Only one person auditing expenses and it can take 3+ mos. to be reimbursed – I’m paying interest on my personal card

The interpretation of the policy in inconsistent across UA. When I travel for different departments my experience is

completely different

I submit travel authorizations in DocuSign for approval before creating the AT in TEM

The paper AT and TER process is outdated, but we can’t make TEM work for us

Why can your department pay for lodging costs for the traveler? I was told we cannot do that, only airfare

When implementing TEM, we weren’t asked our opinion on how this should work for us

The date in TEM continues to revert back to 1784? It can take more than a day to fix it in some cases and is disruptive

We would like to be able to use the T&E system for non-employees

Students/travelers in rural locations have limited access to internet. We need the delegate/TC to be able to complete on

their behalf and forward to the appropriate approvers

EXECUTIVE SUMMARYINTERVIEW QUOTES

Organization, People, Culture

Policies, Processes, Procedures



Improve University’s service and support for travelers, group travel, and events

Gain University-wide efficiencies and effectiveness

Improve cost savings and productivity

Establish effective travel program reporting

EXECUTIVE SUMMARYTRAVEL AND EXPENSE PROGRAM GOALS


Travel

Authorization

Book Travel In-Travel Expense Analyze

Key Activities Trip Estimate EasyBiz Form of Payment Enter Expenses Real-time reporting

Trip Purpose Direct Connect Receipt Capture Receipts Spend analysis

Fund Verification Online Travel Agency Mobile Approvals Audit Rules Compliance

Travel Dates Other Approvals Value analysis

Performance Mgt

Current Tools TEM Absent for OBT/TMC OBT/TMC/Mobile absent TEM TEM

Workflow not automated

(requires intervention)

Personal itinerary mgmt.

(i.e. TripIt)

JPMC MasterCard

(dept., individual, p-card)

Banner

DocuSign DocuSign Excel

Many departments

using paper

Many departments using

paper


Ellucian is no longer supporting enhancements to TEM; multiple issues exist including TEM changing the year to the 1700s

Multiple departments have moved back to paper T&E processes and/or DocuSign, based on the current challenges with TEM including

the workflow application that requires the user to know the approvers Banner ID

Department travel and purchasing cards (CBCP) are being used for some travel expenses; the reconciliation process for these charges

are cumbersome for the card holders; employees have to consistently track receipts for these purchases directly from the suppliers as

many suppliers will not provide the receipt to the traveler; Individual University cards are IB/IP with very limited adoption

The University of Alaska does not currently have a Travel Management Company (TMC) or online booking tool (OBT); booking travel

requires visiting multiple websites for various travel bookings (i.e. air, lodging, ground transportation, etc.)

UNIVERSITY OF ALASKA SYSTEM CURRENT STATE, TRAVEL & EXPENSE TECHNOLOGIES

EXECUTIVE SUMMARY


EXECUTIVE SUMMARY

RECOMMENDATIONS PRIORITYLEVEL OF

EFFORT

R1: Realign Organization High Medium

R2: Optimize Travel and Expense Policy High Medium

R3: Implement Fully Automated Solution throughout the T&E Lifecycle High High

R4: Select Travel Management Company (TMC) and Online Booking Tool (OBT) High Medium

R5: Leverage and Utilize State of Alaska Negotiated Travel Discounts High Low

R6: Utilize Alaska Airlines EasyBiz Mileage Balances and Negotiate Travel Discounts Medium Medium

R7: Deploy Enhanced University-Sponsored Card Program High High

R8: Utilize University Travel Card for Tax Exempt Status High Low

R9: Establish Performance Metrics Medium Low

R10: Implement Solution for Rural Locations and Travelers High Medium

R11: Establish Change Management Strategy and Communication Plan High Medium

RECOMMENDATIONS SUMMARY

11

Please note: Duty of Care was not included as part of the scope of this project. Huron recommends the University of Alaska

incorporate a comprehensive Duty of Care program as part of the T&E program initiative.


Huron understands the University of Alaska’s mission is “to inspire learning; to advance and disseminate knowledge through teaching,

researching, and public service; and to emphasize the North and its diverse peoples.”

To enable the University to focus its mission and core competencies, the CFO and team have begun an initiative with a goal of researching

and implementing business service improvements and a new T&E technology solution in a collaborative and transparent process

As a principle, the initiative intention is to establish ‘best practices’ for business operations and Finance, utilizing an approach that

promotes speed, automation, productivity, process efficiencies, reliability, scalability, shared accountability, and savings

Huron’s observations are that this is a worthwhile initiative, but the University must continue to act with urgency to identify, qualify, prepare,

and begin to implement tools and process changes - this will ultimately demonstrate action, and more importantly, results to stakeholders

across the University of Alaska System

THE UNIVERSITY OF ALASKA INITIATIVE

A CALL TO ACTION

Realizing this urgency, we suggest the following call to action for 2017-2018 based on the findings and recommendations herein:

Rapid implementation of an amended Travel and Expense Policy, followed by implementation of a new technology solution for full

automation of the T&E lifecycle across the University of Alaska. Mobilize staff to deploy the T&E solution by early 2018

Standardize T&E processes to simplify the user experience and enable Finance to focus on adding value

Develop a Travel and Expense plan that calls for implementation of T&E solutions to unify Finance, with focus on usability,

productivity, efficiencies, user adoption, and compliance

Develop staff competencies to work within the context of new tools, processes, and levels of engagement with the University of

Alaska community. Drive internal process improvements and expand the influence of Finance by fostering the creation of greater

department financial capabilities

Create a Travel Management role in support of the University of Alaska across the System

Enhance the level of proactive and value-added engagement of the University by Finance and Travel

HIGH LEVEL OBSERVATIONS

EXECUTIVE SUMMARY


Timeline is directional – actual sequence and tasks will vary

~3 months 3-6 months 6-9 months 9-12 months

Identify T&E owner, stage project team

Identify Travel Advisory Group

T&E Project Team

Organization, Policy, Process and Technology Improvements

R4: Select TMC and OBT

R5: Leverage and utilize State of Alaska negotiated

agreements

R6: Utilize EasyBiz accounts and negotiate travel

discounts

Finalize T&E solution contract

R3: Implement fully automated solution, R7: Deploy enhanced University-paid card program

R8: Utilize University card for tax exempt status; R10: Implement solution for rural location and travelers

R11: Establish change management strategy and communication plan

Full T&E solution implementation duration 5-6 months plus rollout

T&E Solution Providers & Contracts

R2: Optimize Travel and Expense Policy

T&E Policies T&E Solution Implementation

R9: Establish performance metrics and

reporting

Policy Improvement /Changes

(Amend Existing)

Best Practice

Procedures Design &

Implementation

Planning

Solution Design, Configuration and Test

Integrations with Lawson

Training materials, website development Rollout

Policy Improvement / Changes

(New policy, leveraging technology)

R1: Realign Organization, develop strategic alignment in Finance/Travel and other departments – some changes to take effect after technology implementation

Organization Changes

EXECUTIVE SUMMARYIMPLEMENTATION ROADMAP

Metrics & Reporting

Please note: Duty of Care was not included as part of the scope of this project. Huron recommends the University of Alaska incorporate a comprehensive Duty of

Care program as part of the T&E program initiative.


KEY FINDINGS AND RECOMMENDATIONS

2

OPERATIONS & ORGANIZATION

R1: REALIGN ORGANIZATION

Key Finding Observations

Travel is currently managed by multiple

areas throughout the UA System

Interviews suggest differing areas of focus from being compliance oriented versus being

transparent, proactive and service oriented

Discussions with faculty and staff suggest varying levels of interpretation, enforcement, and

scrutiny of policy. Travelers are frustrated with the inconsistency of applying policy across all

travel

Finance, Travel, and AP staff at all levels

are focused on transaction management

that illustrates a tactical, rather than

strategic view on travel and expense

activities

Travel Coordinators are processing charges on department travel and purchasing cards for

other employee travel, in some cases lodging where additional forms must be completed for

the hotel

Interviews indicated duplicative efforts in the travel authorization (AT) process: paper

signatures, emails, other forms, and DocuSign prior to inputting information in TEM, creating

additional burden on employees

Staff recognizes a call to action is

underway to improve the overall strategy

and organization for the T&E Program

Leadership has a vision of continuous improvement demonstrated by consistent process and

technology improvements – progress indicates adaptiveness and innovation.

Employees want an automated process that is fully automated to enable them to focus on

their core competencies

Recommendations

Update the Finance mission and strategic objectives, ensuring alignment between the Finance functional groups and with UA’s mission. The

objectives should lend themselves towards measurable actions to be achieved by the University of Alaska in support of institution partners

To drive such improvements, leadership should institute a mission, strategy, and vision for business affairs. It should cover operational,

institution-engagement, employee developmental, and technology goals

Revisit and optimize the organization model and mind-set and move to a center-led operational model that emphasizes ‘value added

engagement’ instead of ‘inspection-based compliance’

Include a centralized support model for the institution to allow for interaction, communication, and training for T&E policies and processes

OPERATIONS AND ORGANIZATION RECOMMENDATIONS


UA’s Mission(current)

R1: REALIGN ORGANIZATION

UA’s

Mission(current)

UA’s mission “is to inspire learning; to advance and

disseminate knowledge through teaching,

researching, and public service; and to emphasize

the North and its diverse peoples”

Finance

Mission

The Office of the CFO supports the University of

Alaska’s mission through sound accounting, financial

reporting, simple and transparent procurement, travel,

expense, and payment practices that provide excellent

service to University constituents

Travel and

Accounts

Payable

Mission

To ensure that payments for travel, goods, other

services, and employee expenses are timely,

compliant, and accurate while supporting financial

objectives and reducing reputational and operational

risk for the University

Purchasing

Mission

To expand opportunities for research and development

by delivering savings, providing efficient and compliant

procurement services, and offering exemplary customer

service

Finance Mission

Purchasing

Mission

Travel & AP

Mission

EXAMPLE FUTURE MISSION STATEMENTS


Travel & Accounts Payable Mission

To ensure that payments for travel, goods, other services

and employee expenses are timely, compliant, and accurate

while supporting financial objectives and reducing

reputational and operational risk for the University

Purchasing Mission

To expand opportunities for research and development by

delivering savings, providing efficient and compliant

procurement services, and offering exemplary customer

service to the University

Purchasing Strategic Objectives

Implement a T&E system that promotes usability, effective workflow,

seamless access to travel inventory and discounts, productivity, and

increases customer service through improved user experience

Travel & Accounts Payable Strategic Objectives

Incorporate functionality into the T&E system to automate travel

authorizations., booking, itinerary management, e-receipts, card

imports, to improve customer service and user experience

Partner with suppliers and collaborate with Travel and Accounts

Payable to develop business relationships and solutions that

optimize value across the University

Support Purchasing with negotiations with travel suppliers to

accept electronic payments to realize cost reduction. (i.e. car

rental)

Pursue strategic initiatives, and cooperative purchasing to leverage

University spend to redirect savings to University initiatives (i.e.

research and development)

Review travel and expense data to identify and communicate non-

compliant spend and cost savings opportunities

Develop collaborative relationships with University partners to

understand their travel and other buying needs to support the

creation of strategic plans to meet those needs

Ensure travel and expense data is accessible to Purchasing and

end-users to support effective spend management and planning

processes

Reduce total cost of ownership and promote new revenue

opportunities through effective category management (strategic

sourcing, demand management and contract management)

Identify opportunities to transition employees and suppliers to the

University of Alaska card program and e-payables for incentive

payment methods

R1: REALIGN ORGANIZATIONSTRATEGIC ALIGNMENT EXAMPLES


Recommendations

As a long-term goal, consider the implementation of a Finance Service Center to serve as a single-point of contact 'help desk' to support

campus requests, expense processing, and travel supplier questions

Implementation of this model implies standardization and documentation of policies, procedures, and business processes in a detailed manner

so that non-experts can support campuses in navigating Finance, Travel/AP, and Purchasing questions

Campus-facing training materials, guides and other resources should be geared towards ‘novice user usability’ which will reduce calls,

questions, and frustration. This will unburden department staff from transaction processing, and inquiry, and facilitate center-led compliance

Representative Roles at the System and Campus Levels

R1: REALIGN ORGANIZATIONCONSIDER SHARED SERVICES MODEL

Travel Coordinators

(Dedicated or Shared Resources)

Travel Manager / Administrator

Travel Auditor

Travel Manager / Administrator

System AdministratorUA System

UA Anchorage

Colleges, Departments,

Schools

UAFairbanks


Schools

UA Southeast


Schools

*UA Statewide

Departments

*Note: While UA Statewide is the UA System, it has been separated here to allow for resources to support travel needs at the Statewide level,

similar to the campuses, allowing the top level resources to support the entire System.

© 2017 HURON CONSULTING GROUP INC.19


Leadership and tactical staff are not operating based on measurable

goals. In particular, key performance indicators for each major function

are missing

During interviews, inconsistencies across application of policies

and support was a significant concern

T&E Reporting from Banner and TEM is currently limited due to

manual/paper processes

Alignment between the analytics, key performance indicators

(KPIs), strategy, and business processes is missing

Staff supporting travel and expense functions are focused on

transaction management that illustrates a tactical, rather than strategic

view on travel and expense activities. There is desire and excitement

about the opportunity to move to a fully automated T&E solution

Recommendations

R9: Establish Performance Metrics

Metrics should directly tie to the University’s

mission and objectives, specifically around

Finance, Travel, Accounts Payable

As a guideline, goals and objectives should be

specific, measurable, attainable, realistic, and

timely

Evaluate the metrics and calculations holistically

to avoid metric conflicts that may incentivize the

wrong behavior

Establish basic metrics and align staff activities to

support key metrics, which will set the stage for

future improvements

Representative Metrics

R9: ESTABLISH PERFORMANCE METRICSOPERATIONS AND ORGANIZATION RECOMMENDATIONS


Sample Dashboard Metrics

SAMPLE REPORTS AND METRICS

Sample reports and metrics to provide transparency of the T&E program and overall achievement of the objectives

Administrative

Dashboard Reports

Executive

Dashboard Reports

Distributed

Reporting

Spending metrics across funds, colleges, travel type

(domestic/international), business purpose, and type of

expense

Top spenders/Top travelers

Top travel suppliers

Unreconciled Lodge or Travel card - aging report

Travel requested but never expensed

Infrequent traveler – travel request or itinerary triggers

email to traveler at certain intervals prior to departure

and after return

Travel card/Lodge card/P-card adoption

Travel agency adoption

Time to approve

Where are our faculty and staff?

International traveler – travel request or itinerary triggers

email to traveler prior to trip to provide education on

preparation steps

Travel Metrics

Travel spend by travel commodity

Travel spend by vendor within major travel commodities

Travel spend by type of travel

Airfare booked within the managed program, TMC

adoption

Top city pairs

% adoption of travel card

Mobile technology adoption

Compliance

Trip purpose

Top spend by category and traveler

# unique travelers

Outstanding cash advances

International travel report

Unusual or high risk travel destinations

# of days to process expense reports

Delinquency reports

21

R9: ESTABLISH PERFORMANCE METRICS


TRAVEL AND EXPENSE MANAGEMENT

TEM - Airfare, $4,037,789.92 ,

43%

TEM -Local/mileage,

$190,446.97 , 2%

TEM - Lodging, $2,667,824.91 ,

28%

TEM - Meals/perdiem, $1,810,683.08 , 19%

TEM - Miscellaneous, $168,204.44 , 2%

TEM - Rental Car, $371,505.04 , 4% TEM - Transportation - not

airfare, $172,370.09 , 2%

Expenses Accounted for as Processed Through TEM

23

FY16 TRAVEL SPEND SUMMARYTRAVEL SPEND AND REIMBURSEMENTS

Travel Data Analysis Observations

Total travel spend for the University of

Alaska was $16,686,391 in FY 2016

67% of total travel spend occurred with

UAF, 24% with UAA, 5% with

Statewide, and UAS 4%

Reimbursements via out of pocket

expenses to travelers totaled to

$8,543,580 where 51% of expenses

were not paid by a university

department or travel card

Reimbursements: while the expense

report provides categories of travel

spend, manual expense reports are

posted to a consolidated GL, hindering

travel spend analysis for 44% of overall

travel spend

An opportunity exists to increase spend,

transparency, and rebates on a

university paid card

There were 11,778 total expense

reports in fiscal year 2016 for out of

pocket expenses

Expenses processed through TEM

totaled $9,418,824 or 56% of total

travel spend

Statewide, $772,982.02 , 5%

UAF, $11,189,595.11 ,

67%

UAS, $754,674.53 , 4%

FY 16 Total Travel Spend

Statewide, $348,558.32 , 4%

UAA, $2,206,601.61 ,

26%UAF,

$5,612,935.98 , 66%

UAS, $375,484.45 , 4%

Total Reimbursements to Travelers via Expense Reports


24

FY16 TRAVEL SPEND SUMMARYUNIVERSITY CARD SUMMARY

Travel Data Analysis Observations

A total of 1,325 purchasing cards

accounted for $37,281,789 in non-travel

and travel spend

A total of 207 department travel cards

accounted for $2,832,342 in spend

Individual travel cards totaled 347 and

accounted for $1,384,668 in spend

Individual university cards are not

eligible for rebates under the existing

agreement with JPMC

The total expenses paid by University of

Alaska direct bill credit card was

$6,731,007

UAF accounted for 73% of total direct

bill expenses, 16% for UAA, 16% for

Statewide and 5% for UAS

Interviews highlighted UAF allows for

non-air expenses to be direct billed

where other campuses only allow

airfare on a p-card or department travel

card

Converting to university paid individual

travel cards will allow for increased

spend, rebate, and transparency into

spend to leverage suppliers and

decrease overall travel costs

-

200

400

600

800

1,000

1,200

1,400

$-

$5,000,000

$10,000,000

$15,000,000

$20,000,000

$25,000,000

$30,000,000

$35,000,000

$40,000,000

Purchasing Card Department TravelCard

Individual TravelCard

Car

ds

Spe

nd

FY16 University Card Spend

Spend Cards

Statewide, $354,611.48 , 5%

UAA, $1,104,872.03 ,

17%

UAF, $4,922,923.75 ,

73%

UAS, $330,600.08 , 5%

Total Expenses Paid by University Direct Billed Credit Card


R2: OPTIMIZE TRAVEL & EXPENSE POLICY

25

Item Summary Considerations

Overall Reimbursable checklist is not included in the policy Include a reimbursable checklist as part of the policy

for ease of use and interpretation

Definitions 2a. Non-reimbursable expenses

2b. Reimbursable expenses Move to reimbursable checklist

Definitions should identify acronyms, abbreviations,

etc.

Definitions 2h. Travel Authorization Update with terminology of new T&E technology

solution

Definitions Other Consider including other definitions related to travel

including other travel roles, University abbreviations

or acronyms that are used throughout the policy

Travel Authorization

Approvals

3a, 2. Some travelers do not require approval Provide a hyperlink to a document or list of those

individuals that do not require travel authorization

Streamline and simplify all approvals for UA (see

process flows in appendix) as current processes for

approvals are cumbersome


Approvals

3a, 3. Approvers may be designated for out of state travel Are additional approvers required for out of state

travel? Overall, the approval process should be

outlined for in-state, out-of-state, and international

travel. If the approval requirements are the same,

this should be defined clearly in the policy

Unclear on approval requirements for out-of-

state/international

Define a set of approvals for UA, including any

additional approvals for grant travel

TRAVEL POLICY CONSIDERATIONS



26



Approvals

3b. International travel Combine with 3a

Move Fly America Act regulations to air travel


Approvals

3c. Lodging Approvals Combine with 3a

Outline overall approvals and applicability (i.e.

approvals are required by the direct supervisor and

the person authorized to expend funds with the

exception of…..)

Additional approvals are required for grants – PI or

grant manager, etc.

Separate Lodging travel with other travel

categories


Approvals

3d – non-conventional modes of transportation Section for travel categories (i.e. Air, Lodging,

Ground Transportation, Other non-conventional

modes of transportation, etc.)

When Risk must be notified or approved, provide

link to Risk site or section in policy for

requirements

Mode of Travel 4 – includes several travel categories

Air: Commercial air, private, charter

Ground Transportation: Car rental, personal

vehicle/mileage, bus, taxi/rideshare, other non-

conventional

Lodging: Hotel, Airbnb, family/friends

Each travel category to have its own section (see

above)




27


Mode of Travel 4a: Commercial air Outline all requirements (i.e. most direct and

efficient route, economy class, advance purchase,

etc.)

Mode of Travel 4d, 2: size of rental vehicle, policy refers to mid-size as

the acceptable rental size

4d, 6: why is UA unable to pay for a non-employee or

guest with a University card?

Intermediate or standard are considered a mid-

size vehicle but are often different car types with

rental companies and rental rates may vary;

suggest an intermediate or standard be the

acceptable rental size

Travelers must rent a preferred vehicle in the US

and Canada where car rental insurance is included

in the rate

Transportation

Expenses

Definitions around travel for convenience, personal travel,

etc. Guidelines or requirements for mode of travel

should be combined with the mode/category of

travel as applicable to that category

Personal travel in separate section – add how to

mark an expense as ‘personal’ on the expense

report once new technology is implemented

Move 5d – into appropriate categories

Subsistence

Expenses

6 includes expenses for both lodging and meals Separate lodging and meals and entertainment

Group travel should have its own category




28


Individual Corporate Card

Charges

Policy around individual travel cards Review overall card strategy and use

See recommendation on card

program in this document

Require use of the travel card for

travel expenses where required for

tax exempt status

Travel Advances Travel advance Move away from cash advance

Duty of Care Not included Add language to include a Duty of

Care or Risk Management Program

Require all international travel be

booked through the TMC for Duty of

Care

Travel Authorization See Travel Authorization Approvals Combine with approvals as a

requirement, outlining

comprehensive process

Include link to electronic travel

authorization

Receipt Requirements Receipts not required for expenses < $25, but not to exceed

$25 per expense report Change receipt requirements with

new T&E solution to > $50 when

using the University card; long-term

bring to IRS limit for >$75




29


Petty Cash Petty cash disbursements Remove from policy and disallow use

of petty cash disbursements; refer to

cash advance

Relocation Relocation Allowance If this is not going to be reimbursed in

the T&E solution, consider moving

this to a separate relocation policy

Representational Expenses Entertainment and gifts Rename this section to

Entertainment, Hospitality, and Gifts




Many departments are not currently

automated with TEM or have recently

reverted back to paper processes due to

various functional challenges, workflow and

other compliance requirements

Many highlighted examples when the policy was not applied consistently across expense

reports based on the auditors interpretation of policy

When TEM works, employees are happy to have an automated solution

Some departments are using DocuSign prior to completing a travel authorization in TEM

to obtain necessary authorizations in order to purchase airfare without additional delays

Processes are frustrating for employees, in many cases duplicating efforts through paper

or DocuSign before entering information in TEM, reducing efficiency and impacting overall

productivity

An automated solution with audit rules to support employee and non-employee travel will

enable consistent reviews and auditing of expense reports, and reduce processing time

Interviewees are interested and willing to collaborate on a new T&E program solution and

technology that will provide for a better user experience while maintaining cost effective

practices across the University

Travel spend is not captured consistently in

meaningful categories for spend analysis

Paper expense reports are not detailed in reporting, lack of visibility

An integrated T&E solution will provide reporting both in the solution and through an

extract to Banner for full travel spend transparency

R3: FULLY AUTOMATE T&E SOLUTION

Recommendations

Process improvements are necessary for efficiencies and traveler/delegate satisfaction. Software-as-a-Service T&E solutions (i.e. Concur,

Chrome River) typically include: *Pre-trip authorization *Automated workflow *Expense reporting *Status tracking *Mobile technology *GSA-

calculated per diems *Standard reporting package for transactional and travel spend analysis *Audit rules

UNIVERSITY OF ALASKA FUTURE STATE, TRAVEL & EXPENSE TECHNOLOGIES


Category Concur ChromeRiver TMC

Travel Request 5.00 5.00 0.00

Request to Booking 4.50 1.00 3.00

Online Booking 5.00 0.00 5.00

Mobile App - receipts 5.00 5.00 0.00

Mobile App - approvals 4.50 5.00 0.00

Mobile App - expense 4.50 5.00 0.25

Mobile App - booking 5.00 0.00 5.00

Travel card to Expense 5.00 5.00 0.25

Booking to Expense 5.00 2.50 0.00

Request to Expense 5.00 5.00 0.00

Expense 5.00 5.00 0.00

0.00

1.00

2.00

3.00

4.00

5.00

TravelRequest

Request toBooking

OnlineBooking

Mobile App- receipts

Mobile App- approvals

Mobile App- expense

Mobile App- booking

Travel cardto Expense

Booking toExpense

Request toExpense

Expense

Concur

Chrome River

TMC

Findings

While Concur provides the full breadth of functionality, Chrome River, among other T&E solutions, provides an alternative option for UA

The combination of Chrome River and the TMC offers UA features in all of the key areas of travel and expense

The State of Alaska is using GetThere as their online booking tool (OBT) with preferred pricing through their TMC

Combined

Integrations Chrome River Concur

People, encumbrance, budget

check, FOAPAL, AP Invoice, GL

journal

Separate TMC profiles and trip itineraries are required Flat file or web services

No external integration with TMC is

required

*Scores are 0-5 with 5 being full functionality and 0 being no functionality

R3: FULLY AUTOMATE T&E SOLUTIONFEATURE COMPARISON: CONCUR AND CHROME RIVER


Huron Consulting Group’s depiction of a mature expense solution coupled with travel

and duty of care

Observations and Experience

Chrome River with an online booking

solution (GetThere) and duty of care

tracking provided by TMC

Key Considerations

Booking of travel and tracking travelers during in-

travel incidents would occur outside of Chrome

River; however, these processes can be

automated via a Travel Management Company

With Preferred TMC

These solutions and services would be provided

by the TMC

T&E AUTOMATION ANALYSIS: CHROME RIVER



Observations and Experience

Concur’s end-to-end solution is a

single platform with full integration

Key Considerations

In the marketplace, Concur Technologies is the

only supplier that provides an end-to-end travel

and expense solution

Electronic receipts provide another integration

point and greatly improve the user experience by

reducing the number of paper/scanned receipt

requirements

Concur provides the capability to match multiple

expense reports to one travel authorization and

will reduce the balance on the authorization

The University of Alaska’s volume for Duty of Care

can be managed by the TMC, Concur, or another

Risk provider such as iSOS, etc. (Duty of Care

was out of scope for this project but should be a

key consideration in the overall T&E Program)

International expenditures are minimal at UA

Huron Consulting Group’s depiction of an integrated, end-to-end T&E life cycle.

T&E AUTOMATION ANALYSIS: CONCUR

33



Travel

Authorization

Book Travel In-Travel Expense Analyze

Key Activities Trip Estimate Agent Form of Payment Enter expenses Real-time reporting

Trip Purpose Online Receipt capture Import card trans. Spend analysis

Fund verification Other Mobile approvals Receipts Compliance

Travel Dates Itinerary mgmt. Audit rules Value analysis

Mobile Approvals Performance Mgt

Future Tools Travel Authorization Online Booking Tool Mobile Expense Banner

Automated WorkflowHR feed to load profiles Electronic/Photo receipts

Imported University card

transactions

Reporting

Itinerary ManagementJPMC Visa: individual and

lodge cards


Other travel and expense technology solutions exist, however, Concur is currently the only provider to offer a fully integrated solution in

the T&E lifecycle

JP Morgan (JPMC) provides multiple options and card products from travel (personal and university liability) and purchasing cards to

lodge cards, virtual cards, and e-payables

A feed from HR to the OBT will eliminate the need for delegates and employees to provide PII data in a non-secure fashion to suppliers;

automation of a travel booking solution through an OBT and TMC provides more opportunities to drive online adoption and achieve cost

savings

THE UNIVERSITY OF ALASKA FUTURE STATE, TRAVEL & EXPENSE TECHNOLOGIES

RECOMMENDED TECHNOLOGIES


R4: SELECT AND IMPLEMENT TMC & OBT


The University does not currently have

a Travel Management Company

(TMC) or online booking tool (OBT)

Travelers and delegates are searching for travel rates on multiple websites including Alaska

Airlines, other airline websites, hotel sites, car rental sites, online travel agencies (OTAs such as

Expedia or Travelocity); this is a time intensive process as they must search multiple sites for a

single trip

If the trip contains personal travel, individuals must research and present a comparison fare to

determine whether the traveler has any out of pocket expenses

Often times travelers will not have a stored profile on these sites, whereas a TMC or OBT will

store traveler profile information including travel preferences (i.e. TSA information, loyalty

programs, etc.)

Without a TMC/OBT there isn’t a process to determine whether the traveler is obtaining the best

rates or if the traveler is compliant to policy

The TMC/OBT have the capability to track unused tickets for future use, eliminating the need to

track them manually, decreasing the risk of losing the value of the ticket

The State of Alaska is using a TMC

and OBT and has negotiated

discounts

The State of Alaska is using the OBT/TMC for the travel authorization once the travel is booked.

Travel policy is configured in the OBT to ensure policy compliance. The OBT has limitations and

does not have the flexibility that a typical OBT or consumer site would have that may impact a

travelers choice and the user experience.

Interviews concluded there is a hesitation to move to an OBT that is too restrictive and a TMC that

does not have thorough knowledge of travel in Alaska

Recommendations

Select a Travel Management Company and online booking tool that provides a single point of contact for travel needs, covering all categories

with the University travel policy configured with the solution

Ensure the TMC selected has access to the State negotiated discounts and that University cards can be used as the form of payment

Allow the configuration of the online booking tool to have enough flexibility to show travel options and highlight those that are out of policy,

requiring reason codes for reporting and metrics

TRAVEL MANAGEMENT COMPANY AND ONLINE BOOKING TOOL


R5-6: UTILIZE & NEGOTIATE TRAVEL DISCOUNTS


Varying discounts exist with Alaska

Airlines for the State of Alaska and the

University

Other travel suppliers also offer some

state discounts

The State has discounts with Alaska Airlines, National/Enterprise, Hertz, Budget (in-state only),

and some hotels; some of these rates are utilized by travel coordinators/travelers if aware of

these discounts

The State Alaska Airline discounts are currently only available through the State’s TMC; the

University is using multiple EasyBiz accounts currently to earn miles based on business flights

Travel coordinators have access to the EasyBiz sites – processes are unclear on when/how to

redeem miles from EasyBiz accounts, including who can approve use of the accounts

Hotel/lodging discounts require a phone call to the hotel directly due to the absence of an

OBT/TMC

Often times suppliers will require use of a TMC/OBT in order to receive discounts for business

travel

Recommendations

Leverage State negotiated discounts whenever possible – this may require the selection and implementation of a TMC and OBT

Up front discounts on Alaska Airlines will provide increased long term benefits and decreased airfare costs

Establish policy to utilize remaining mileage balances of EasyBiz accounts

Communicate benefits of travel discounts to University travelers and travel coordinators

Monitor spend across all suppliers to better leverage discounts and collaborate with the State where possible to pool overall volume for

additional savings opportunities

Require use of a University card where required to obtain tax exempt status

THE STATE AND UNIVERISTY OF ALASKA TRAVEL DISCOUNTS


R7-8: EXPAND UNIVERSITY CARD PROGRAM


Individual University Travel card use is

limited – travelers do not want another

personal card

Use of University cards to purchase

travel is inconsistent across campuses

Travelers are incurring additional

charges for taxes due to use of a

personal card – some of these taxes

have been reimbursed

Travelers are using a variety of payments for travel expenses including personal cards, UA

department travel and/or p-cards, or individual University travel cards that are personal liability

Individual University travel card use is limited – in most cases suppliers will not provide tax

exempt status on these cards; suppliers indicate it must be a University paid (CB/CP) card (i.e. p-

card), and travelers would prefer to use a personal card to earn additional miles/points

Interviewees expressed an interest in a University sponsored travel card for travel expenses

Departments use of p-cards or department travel cards are inconsistent, where some

departments allow the use of these cards for lodging and car rental expenses where others only

purchase airfare

Inconsistent processes of reimbursement of taxes in-state when the University is tax exempt; the

Legislative Audit identified a potential of $167,000 in lost savings in FY15 due to incorrect

reimbursement of taxes

Lack of full T&E automation create

challenges for the existing University

card program to be more broadly

dispersed

Card reconciliation for department travel and p-cards are extremely challenging to manage and

control. TEM provides some visibility into total trip costs, however, use of TEM is dwindling.

Individual cards are easily reconciled by the Travel Coordinator (delegate) or traveler in an

automated T&E solution where card transactions are imported and associated to the appropriate

expense reports

Recommendations

In conjunction of the launch of a fully automated T&E solution that will replace TEM, initiate deployment to expand the existing University card

program to improve spend visibility, reduce personal financial burden, and improve rebates to the University. Issuance of individual University-

paid travel cards to travelers will provide greater visibility into spend

Utilize T&E automation for reconciliation of the University travel card programs

Remove the ability to purchase travel expenses on a p-card and transition those expenses to travel cards

An automated T&E solution provides functionality for a centralized lodge card that may be used for infrequent travelers and/or guests where the

card transactions are populated into the traveler profile for accurate expense reporting and full trip cost visibility

Require use of University paid travel card for tax exempt travel expenses (i.e. lodging) – update policy that taxes will not be reimbursed if the

proper form of payment is not used

CARD MANAGEMENT RECOMMENDATIONS


Benefits that Drive Adoption

Company Bill / Company Paid (CB/CP) offers the following benefits:

Reduces individual financial burden

Minimizes the need for individual travel advances; which is a costly,

inefficient reconciliation method

Ability to set adjustable limits (overall or specific time frame)

Enables accruals for unreconciled travel card charges

Provides fraud protection

Integrates to Expense system

o Reduce user data entry

o Eliminate need to manually calculate foreign currency

o Prevent modification for control

Lost / stolen luggage and content replacement

Car rental insurance

Does not impact card holder credit report

Enables rebate opportunity for the Institution

Controls that Reduce Risk

Legal contract signed by Cardholder

Email reminders to traveler / delegate

Set limits by purchase / travel frequency

Scheduled reminder / delinquency reports

Exclude certain categories

Turn the card off during periods of no usage

All reconciliation is online in the T&E solution; purchase and

receipt information, exception based business rules,

detailed online audit trail

Recommendations

Replace individual liability University travel cards with University-paid travel card to improve spend visibility, reduce personal financial burden,

and reduce the use of ‘department’ purchasing/travel cards

Utilize T&E automation for card reconciliation of all travel expenses

R7: EXPAND UNIVERSITY CARD PROGRAMUNIVERSITY BILL/UNIVERSITY PAID (CB/CP) CARD BENEFITS AND CONTROLS


http://www.google.com/url?sa=i&rct=j&q=&esrc=s&source=images&cd=&cad=rja&uact=8&ved=0ahUKEwjmyZ_mzPbMAhUcFVIKHQdzCqcQjRwIBw&url=http://www.psdgraphics.com/psd/credit-card-template/&psig=AFQjCNFvsNGUVz_80RxAI8ufkZVg4OBDdQ&ust=1464312879032297

Travel Card

Principles Access is more open

Make travel card available to: All travelers, both frequent and infrequent

Travel card may be used for: Conference fees

Hotels, hotel deposits (University paid card for tax exempt

status)

Guest travel

Business meals

In-travel purchases (Need to decide whether to include or

exclude actual meals when using per diems)

Airfare ancillary items, such as baggage fees

Policy changes: Eliminate individual cash advances, unless an exception is

approved

Do not reimburse personal credit card or out-of-pocket

expenses until after the trip is completed

P-Card

Principles Access and usage is more restricted

Make P-Card available to: Department administrators

High-volume Purchasers

Select researchers

P-Card may be used for: Conference fees

One-time / one-off purchases

Specialty and low-risk goods purchases

Policy changes: Implies training to card holders on proper usage and

guidance “buying and paying” preferred practices

A Travel Card can be a separate card, or a P-Card that is ‘provisioned’ with Travel Card capabilities

R7: EXPAND UNIVERSITY CARD PROGRAMCARD TYPES MOST WIDELY USED


Two Card One Card

Create a separate travel card program Configure a “one card” Program

Driver

Separate management of P-Card and travel card program

P-Card purchase reconciliation process may have different

workflow, expense types, report submission requirements

Ability to process P-Card in a separate solution

Requires management of programs under one management team

All card purchases are reconciled through the expense

management tool

Decision for report generation cycle will need to be made; i.e., as

soon as travel is completed vs. weekly, bi-monthly, or monthly

reports

Benefits

Increased ability of Merchant Category Codes (MCC) blocking

granularity

Easier management of MCCs

One card to carry; this program can be customized to enable

different spending abilities depending on the spending category and

based on the duties of an employee.

Reduced chance of wrong card used

One card will allow Institution to manage both travel and purchasing

programs together on one platform

Business

Considerations

Depending on the expense management tool chosen, this may present additional costs per report depending on the configuration of the

expense process (i.e. separate travel reports, vs. monthly reports for all expenses)

A one card solution results in some loss of MCC blocking granularity

since purchase and travel expense tend to have different policies.

Some banks have stated that if the % of employees requiring two

cards is less than 30%, a one card solution may not be

advantageous.

Review current workflows for p-card and t-card transactions to

determine whether additional costs would be incurred by moving to

a one-card solution. Options are available to limit the number of

expense reports in the T&E solution

Technical

Considerations

If two cards, Huron’s recommendation is to reconcile both cards

with the expense management solution and not to have a separate

reconciliation tool for P-Card

Reconciliation of the One card would require all transactions to be

reconciled into a common solution

R7: EXPAND UNIVERSITY CARD PROGRAMTWO CARD VERSUS ONE CARD SOLUTION: RESEARCH FOR CONSIDERATION



Rural locations and travelers

have limited internet access and

may not be able to book their

own travel

Inability to use card form of

payment

Current processes require students and other remote travelers to login to TEM themselves to

approve and route their Travel Authorization (TA) and Expense Report (TER) for approval when

access to the internet may be intermittent

Delegates are able to create the TA but cannot route it through workflow – the traveler must forward it

Many remote travelers are infrequent travelers

Travel Coordinators supporting remote locations have predominantly transitioned back to paper

processes as TEM is too cumbersome for these travelers

Travel to remote locations in Alaska requires knowledge and planning – many villages do not have

hotels or car rentals - travelers often sleep on the floor, bring their own food, and are transported

between locations by snow machine or other alternatives, each requiring cash payments to the host

RV Sikuliaq travel and expense

bookings require flexibility

based on timing of ship

embarkation and

disembarkation schedule

Employees for RV Sikuliaq provide a home address or P.O. Box, but often times may not have a

permanent home, creating challenges on where to return them when they disembark the ship

Difficult to recruit and retain staff, need flexibility on travel requirements to remain competitive with

other ships and benefits offered

R10: IMPLEMENT SOLUTION FOR RURAL LOCATIONS AND TRAVELERS

41

RURAL LOCATIONS AND RV SIKULIAQ

Recommendations

Establish process for T&E lifecycle for rural travel to permit TA submission, travel bookings, and expense preparation by a delegate where

the traveler will sign/submit the expense report for reimbursement

Revise policy to address rural travel – reimburse cash payments upon trip completion, exceptions for financial hardship only

Revise policy to address RV Sikuliaq air travel for crew – establish process for airfare purchases and thresholds

Establish receipt requirements for cash payments in rural locations

Ensure TMC has extensive knowledge for in-state rural and oceanic travel



Change management will be

key to success of any new T&E

program and technology rollout

University stakeholders are interested in the rollout of a new program and want to be involved

throughout the process; appreciative of inclusion and a willingness for collaboration

Lessons learned through TEM rollout – feedback from travelers and coordinators was they wanted to

be more involved in process and share requirements

Interviews identified communication lacking on changes to T&E processes, policies, and procedures

Training does not meet the needs of employees – varying degrees of understanding

Many travelers are unfamiliar with travel policy

A strong communication plan will be necessary to achieve objectives for new T&E program and

technology solution

R11: ESTABLISH CHANGE MANAGEMENT PLAN

42

CHANGE MANAGEMENT, COMMUNICATION PLAN, AND ORGANIZATIONAL READINESS

Recommendations

Determine University’s organization readiness to move forward with a new T&E program

Develop change management and communication plan

Create Travel Advisory Group to assist with change management and communication

Communicate findings of Huron assessment and outline next steps to the University

Engage with multiple stakeholders throughout planning and implementation


Organization Readiness / Change Management

Business Process

Design

Reports and

Inquiries

Organizational

ReadinessTraining

PoliciesMarketing and

Communication

Supplier

Readiness

Business Process

Transformation

Support end users with changes to

as-is business processes, identify

roles and responsibilities within

departments to optimize the use of

technology solutions, identify the

benefits, processes and gaps

between current and future state

business processes.

Assess as-is end-to-end processes,

define to-be processes using

leading practices in travel and

expense program and technology,

document gaps, identify solution

configuration to support business

processes

Establish and tie metrics to desired

business practices. Report strategy

development, planning and

documentation of available reports,

report location, and benefits of

various reports, develop inquiry and

ticket resolution processes

Assess existing capabilities to

support new systems, recommend

future state support structures and

operating model, define roles and

responsibilities

.

Develop training plan including

capacity planning, training content

and delivery practices for travel and

expense management staff, along

with organization / end users

Review as-is policies to identify

necessary policy revisions,

augmentations or deletions with

change in business processes,

write draft policies to support

change in processes

Develop communication framework

for proactive and reactive

communications, define

communication methods, assign

content owners and communication

timing, establish travel advisory

group, develop and deploy

marketing campaigns for brand

recognition

For travel management: establish

and communicate policies,

preferences, and negotiated rates

are accessible including necessary

tax exempt status for in-state travel

43

R11: ESTABLISH CHANGE MANAGEMENT PLAN


CONCLUSIONS & IMPLEMENTATION CONSIDERATIONS

3

Huron understands the University of Alaska’s mission is “to inspire learning; to advance and disseminate knowledge through teaching,

researching, and public service; and to emphasize the North and its diverse peoples.”

To enable the University to focus its mission and core competencies, the CFO and team have begun an initiative with a goal of researching

and implementing business service improvements and a new T&E technology solution in a collaborative and transparent process

As a principle, the initiative intention is to establish ‘best practices’ for business operations and Finance, utilizing an approach that

promotes speed, automation, productivity, process efficiencies, reliability, scalability, shared accountability, and savings.

Huron’s observations are that this is a worthwhile initiative, but the University must continue to act with urgency to identify, qualify, prepare,

and begin to implement tools and process changes - this will ultimately demonstrate action, and more importantly, results to stakeholders

across the University of Alaska System

THE UNIVERSITY OF ALASKA INITIATIVE

A CALL TO ACTION

Realizing this urgency, we suggest the following call to action for 2017-2018 based on the findings and recommendations herein:

Rapid implementation of an amended Travel and Expense Policy, followed by implementation of a new technology solution for full

automation of the T&E lifecycle across the University of Alaska. Mobilize staff to deploy the T&E solution by early 2018

Standardize T&E processes to simplify the user experience and enable Finance to focus on adding value

Develop a Travel and Expense plan that calls for implementation of T&E solutions to unify Finance with focus on usability, productivity,

efficiencies, user adoption, and compliance

Develop staff competencies to work within the context of new tools, processes, and levels of engagement with the University of

Alaska community. Drive internal process improvements and expand the influence of Finance by fostering the creation of greater

department financial capabilities

Create a Travel Management role in support of the University of Alaska across the System

Enhance the level of proactive and value-added engagement of the University by Finance and Travel

HIGH LEVEL CONCLUSIONS

CONCLUSIONS


CONCLUSIONSRECOMMENDATIONS SUMMARY

46

Please note: Duty of Care was not included as part of the scope of this project. Huron recommends the University of Alaska

incorporate a comprehensive Duty of Care program as part of the T&E program initiative.

RECOMMENDATIONS PRIORITYLEVEL OF

EFFORT

R1: Realign Organization High Medium

R2: Optimize Travel and Expense Policy High Medium

R3: Implement Fully Automated Solution throughout the T&E Lifecycle High High

R4: Select Travel Management Company (TMC) and Online Booking Tool (OBT) High Medium

R5: Leverage and Utilize State of Alaska Negotiated Travel Discounts High Low

R6: Utilize Alaska Airlines EasyBiz Mileage Balances and Negotiate Travel Discounts Medium Medium

R7: Deploy Enhanced University-Sponsored Card Program High High

R8: Utilize University Travel Card for Tax Exempt Status High Low

R9: Establish Performance Metrics Medium Low

R10: Implement Solution for Rural Locations and Travelers High Medium

R11: Establish Change Management Strategy and Communication Plan High Medium


CONCLUSIONSIMPLEMENTATION ROADMAP

Please note: Duty of Care was not included as part of the scope of this project. Huron recommends the University of Alaska incorporate a comprehensive Duty of

Care program as part of the T&E program initiative.


Timeline is directional – actual sequence and tasks will vary

~3 months 3-6 months 6-9 months 9-12 months

Identify T&E owner, stage project team

Identify Travel Advisory Group

T&E Project Team

Organization, Policy, Process and Technology Improvements

R4: Select TMC and OBT

R5: Leverage and utilize State of Alaska negotiated

agreements

R6: Utilize EasyBiz accounts and negotiate travel

discounts

Finalize T&E solution contract

R3: Implement fully automated solution, R7: Deploy enhanced University-paid card program

R8: Utilize University card for tax exempt status; R10: Implement solution for rural location and travelers

R11: Establish change management strategy and communication plan

Full T&E solution implementation duration 5-6 months plus rollout

T&E Solution Providers & Contracts

R2: Optimize Travel and Expense Policy

T&E Policies T&E Solution Implementation

R9: Establish performance metrics and

reporting

Policy Improvement /Changes

(Amend Existing)

Best Practice

Procedures Design &

Implementation

Planning

Solution Design, Configuration and Test

Integrations with Lawson

Training materials, website development Rollout

Policy Improvement / Changes

(New policy, leveraging technology)

R1: Realign Organization, develop strategic alignment in Finance/Travel and other departments – some changes to take effect after technology implementation

Organization Changes

Metrics & Reporting

PRE-IMPLEMENTATION PLANNING TOPICS

48

Business Process and Project Planning Sessions

Travel & Expense

DiscoveryIntegration Discovery

Policies and controls

University business travel

Integrated Duty of Care

Metrics and Reporting


Cash Advance

Individual travel

Guest travel

Agent-assisted booking

Online booking tool

Meetings and Events

Travel Card

Procurement Card

Receipt requirements

Mobile functionality

Expense Report

Per diems and business meals

Expense and Account Types

Auditing Rules

Approval Workflow

Employee reimbursements

GL and AP Integration

Integration ERP Systems

Account Code Sync.

Chart Field Structure

Single Sign On Authentication

User profile synchronization

Funding validation

Reporting

T&E Project Discovery

Project timeline and plan

Deployment approach

Project team structure and roles

Change management considerations

Key success factors

Training approaches

Communication plan


IMPLEMENTATION CONSIDERATIONS

View your initiative as a T&E Program Transformation versus a Technology Implementation

Define an owner of the travel and expense program to ensure continuity of policies and procedures throughout the T&E life cycle

Define policies to support the balance of travel satisfaction with financial controls and cost savings

Ensure technology and service providers are interconnected for ease of use, leveraging of data, and comprehensive reporting

Travel Management Company

Select a TMC with excellent customer service and a robust online booking tool; and understands the synergies of data sharing with an expense

management solution

Select a TMC that has an understanding of higher education and your specialized travel needs across the state of Alaska

Select a TMC that provides hotel discounts and leverage with airlines to minimize certain fees for group and athletic travel

Implementation Planning

Dedicate time to an up-front planning effort, allotting time for RFP processes necessary to select the right technology, TMC, and card providers

Develop well defined implementation unified vision and clear messaging channels - deployment plans and timelines that have some flexibility -

establish clear project governance

Identify operational improvement opportunities provided through automation and work to optimize and streamline business processes and

workflow approvals prior to solution design

Clearly define the scope of the initiative, including traveler types, non-travel expenses to reimburse through solution, etc.

Investment in Resources

Identify and dedicate experienced resources/consultants for implementation and program management

Ensure constant collaboration among IT, Purchasing and Accounts Payable

Establish a travel advisory group for vetting of solution and policy/procedural changes throughout the project

T&E CRITICAL SUCCESS FACTORS



Design

Design solution in a streamlined manner, while enforcing policies or identifying exceptions with appropriate messaging to change future behavior

Design optimal, standardized and consistent ERP integrations

Workflow: strive to get these right from the start; work with travel advisory group to understand needs

Throughout the process consider the goals of user adoption and an improved user experience

Change Management

Maintain an Alaska system-wide perspective - involve users across campuses throughout the process

Help business officers and potential users understand the opportunities to change their business processes

Ensure central and campus-wide organizational alignment and readiness to support the solution and user community

Communications: the key to early user adoption

Inform users on “what the solution is”, “why it is being introduced (what it is replacing)”, “when it is being introduced” and “what the benefits are to

him/her and the campus”

Vet design decisions with the travel advisory group and provide them with opportunities to give feedback throughout the process; make sure

everyone feels heard and that they become change agents within their departments throughout the project

Start early and increase the frequency and detail of communications over time; you will have a better chance of successful acceptance of the new

solution and tolerance of any initial challenges

Develop a well constructed set of policies that is easy to follow and points out “how to” rather than mainly on “what is not allowed”

Design a well constructed website that is easy to locate by new or infrequent travelers; ensure the information is laid out in a way that guides

them in trip preparation, during their travel, and how to properly reconcile their expenses after the trip




Testing

Develop detailed test scripts for use during implementation, product upgrades, and supplier testing

Conduct extensive exception testing

Include a random sampling of users in UAT (User Acceptance Testing); they will create exception scenarios you couldn’t possibly anticipate

Training

Develop a comprehensive roll out plan and training approach that includes online training solutions; with a focus on new and infrequent travelers,

and specific user groups

Provide training handouts (complete with screen shots) at the beginning of classes so users can take notes

Post-Production Support

Provide help desk support for the user community during and after system ‘go-live’

Define metrics, establish baselines and monitor these metrics, and focus on continuous improvement

Utilize the top-down support of The University of Alaska System and its campuses to reinforce the changes



IMPLEMENTATION CONSIDERATIONSLEVERAGE INDUSTRY BEST PRACTICES

- traveler challenges

- inefficiencies

- lack of single owner

- disparate solutions

Addressing today’s challenges will require more than just technology, it will also require

revisions to policy and procedures, change management, improved customer service, and

Integrated Solution and

Best Practices

a continuous focus on the ever-changing travel industry and its

impact on the University of Alaska and its travelers

Automating the T&E life cycle is no longer an unknown venture, many institutions have already completed their

implementation, obtained the efficiencies and savings, and are continuing to drive more value through optimizations.


APPENDIX

4

TRAVEL INFORMATION FORM

Provided by the College of Health

USED IN ADDITION TO TEM TRAVEL AUTHORIZATION


OVERALL TRAVEL PROCESS FLOW


PHASE I: ICHS TRAVEL PROCESS -UAA


PHASE III: ICHS TRAVEL PROCESS - UAA


PHASE II: TRAVEL PROCESS – UAF (1 OF 4)


PHASE II: TRAVEL PROCESS – UAF


JOB DESCRIPTION


TRAVEL MANAGERResponsibilities

Responsible for policy, procedures, adoption, training, and support of the T&E lifecycle (solution)

which will encompass employee and non-employee travel and non-travel expenses Conducts customer-facing activities for campus users and University leaders Ownership of the TMC relationship(s) and service level agreement performance Ownership (or partnership) of the T&E solution provider relationship, support tickets, and

performance Ownership (or partnership) of the commercial card program(s) Participates in (or leads) duty of care committee activities to develop/modify policies and procedures

to minimize travel safety risks to the University Oversees centralized support of the T&E lifecycle Owns content of a centralized set of webpages that educates users on the T&E policies, procedures,

travel vendor discount information, and training tools Partners with campus travelers and groups (study abroad, athletics, etc.) to address complex travel

needs Provides regular reporting and dashboards to constituents Provides ongoing communication and improvements of the T&E program based on changes within

the travel industry and analyzed traveler behaviors and challenges

Partners with the following groups: Purchasing Payment Processing Controller’s Office Athletics International Studies School leadership Study Abroad Institutional Advancement Duty of Care committee

Skills Analysis and Development

Business Acumen Has a broadly based understanding of key business fundamentals, understands the business and financial drivers of the University, as it relates to T&E, and takes responsibility for maintaining its ongoing fiscal soundness. Matches T&E best practices and resources with campus identified business needs, and strategic needs of the University.

Planning and Organizing Establish a systematic course of action for self and/or others to assure accomplishment of a specific objective, determining priorities and allocating time and resources effectively.

Partnering Identify opportunities for synergy across functions - cross departmentally and/or inter-

departmentally. Work to achieve the common goal.

Communication & Influence Effectively transfer thoughts and expresses ideas using speech, listening skills and writing skills to influence others or gain their support. Use appropriate interpersonal styles and methods to influence internal clients and external vendors, enhancing Procurement Services success.

Customer Value Creation Demonstrate concern for meeting internal and external customers' needs in a manner that provides satisfaction and excellent results for the customer.

Analytical Skills Evaluate data critically. Recognize connections and links to define a consolidated approach.

JOB DESCRIPTION


TRAVEL SERVICES ASSOCIATE

Responsibilities

Possess in-depth knowledge and expertise of the end-to-end software provider’s solution and related processes.

Possess in-depth knowledge of University’s travel and expense policy. Provide guidance to campus users regarding T&E policy and procedures Provide training and support for the proper usage of the T&E solution Develop/update FAQs, training materials, and website content Work with campus users and University leaders to address complex travel needs Perform regular operational tasks to ensure adoption of processes and tools, and to ensure timely

processing of reports Work with TMC to manage unused tickets and address customer satisfaction concerns Work with commercial card administrator and TMC to reconcile ghost card Work with campus travelers and groups (study abroad, athletics, etc.) to address complex travel

needs Produce regular reporting and dashboards for constituents Work closely with the T&E System Administrator to determine strategy for features/functions

provided as part of the software provider’s monthly updates

Partners with the following groups: T&E System Administrator Expense processors Commercial Card Manager/Administrators Travel Administrators University leaders Campus users/administrators


Customer Value Creation

Demonstrate concern for meeting internal and external customers' needs in a manner that provides satisfaction and excellent results for the customer.

Business Acumen Has a broadly based understanding of key business fundamentals, understands the business and financial drivers of the University, as it relates to T&E, and takes responsibility for maintaining its ongoing fiscal soundness. Matches the T&E best practices and resources with campus identified business needs.

Communication Effectively transfer thoughts and expresses ideas using speech, listening skills and writing skills to convey information.

Attention to Detail Follow detailed procedures and ensures accuracy in documentation and data.

Planning and Organizing

Establish a systematic course of action for self and/or others to assure accomplishment of a specific objective, determining priorities and allocating time and resources effectively.

Analytical Skills Identify and define problems; determine the probable causes; suggest solutions.

JOB DESCRIPTION


T&E SYSTEM ADMINISTRATOR

Responsibilities

The T&E System Administrator will be responsible for managing process exceptions, data feeds, and ongoing end-to-end software provider maintenance and testing to ensure smooth processing of trip authorizations and expense reports.

Create/modify reports to meet campus, Travel Services, and executive report requirements. Provide help desk assistance to travelers and delegates. Work with Procurement Services webmaster(s) to make appropriate Travel Services website changes. Possess in-depth knowledge and expertise of the end-to-end software provider’s solution and related data

feeds. Possess in-depth knowledge of University’s travel and expense policy. Focus on disciplined activities to ensure smooth processing on a daily basis. Assess and make informed decisions regarding utilization of available end-to-end software provider’s

software changes. Assess help desk trends to determine if additional analysis and action is necessary to improve customer

satisfaction.

Partners with the following groups: Travel Services IT


Technical Acumen

Acquires and uses professional/technical knowledge, skills, experience and judgment to accomplish a result, serve one's customers effectively and contribute to Procurement Services' organizational intellectual capital.

Planning and Organizing

Establish a systematic course of action for self and/or others to assure accomplishment of a specific objective, determining priorities and allocating time and resources effectively.

Analytical Skills

Identify and define problems; determine the probable causes; suggest solutions.

Attention to Detail

Follow detailed procedures and ensures accuracy in documentation and data.

Communication

Effectively transfer thoughts and expresses ideas using speech, listening skills and writing skills to convey information.

Conflict Management

Use active listening to reduce conflict.

BENEFITS AND BEST PRACTICES

TRAVEL AND EXPENSE PROGRAM ASSESSMENT

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1. Travel Request Traveler enters their trip estimate by travel segment such as airfare, hotel, and car.

Provides ability for the department to formally approve the trip estimate and to view the trip estimate and actuals during the expense report process.

Traveler obtains approval from their supervisor via an electronic workflow in a more timely manner than paper-based approvals.

Provides ability to identify high risk travel prior to the trip.

Links multiple expenses under one travel request; important for conferences which may have pre and post trip expense reports.

2. Booking the Trip Traveler or travel arranger books the trip through either an online booking tool or through an agent from the approved Travel Management Company (TMC).

Online booking tool or TMC agent provides the traveler with University-negotiated prices for cost savings on the trip.

A fully integrated solution will provide trip visibility for duty of care.

3. Duty of Care – Preparation and In-travel Management Visibility into traveler itineraries booked through the preferred TMC (online or agent-assisted) enables the University to target international travelers for trip

preparation training, export control; and provides the necessary visibility to ensure proper insurance and rescue capabilities are in order.

4. Travel Event – Mobile Apps Traveler can utilize mobile apps to improve their travel experience. Mobile apps across automation tools vary in capabilities, however typical features include the

ability to view the trip itinerary and in-travel updates, capture receipts, and approve reports.

Two-way communications for duty of care alerts and check-ins.

5. Travel Event – Travel Card and Receipts Usage of the University travel card provides early visibility of trip charges and minimizes data entry, as the user simply drags them onto the expense report.

Corporate liability cards provide greater traveler adoption, University rebates, and improves the traveler experience by easing their cash flow.

Several expense solutions provide ways of scanning, photocopying, emailing, and/or faxing receipts for ease of importing into the expense report.

6. Expense Report For institutions utilizing a full life cycle solution, the traveler or delegate will leverage prior information, such as, itineraries, credit card charges, and receipts, to

minimize their data entry to complete their report.

T&E technology vendors provide configurable audit rules, to flag exceptions for the traveler, the approver and the back office, which minimizes rework.

Approvers conduct their approval electronically. Receipt images are available for review at the line level. If the travel request solution is utilized, the approver

would see the original estimate versus the actuals. Secondary approvals, based on exceptions, can be automated.

7. Payment An automated solution will have interfaces for GL postings and traveler reimbursement.

The usage of an automated expense report, online approvals, and integrations results in more timely traveler reimbursement.

Cost Savings Process Efficiencies Traveler Experience Risk Mitigation (duty of Care)

BENEFITS OF AN END-TO-END TRAVEL & EXPENSE LIFECYCLE


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T&E PROGRAM BEST PRACTICES

Company-Paid Travel Card

• Ease traveler’s financial burden

• Import transactions into expense report solution

• Obtain rebate for spend volume

Online Travel Booking Tool

• Provide self-service booking

• Company provides visibility to all travel discounts

• Company policy is enabled

Travel Management Company (TMC)

• Provide consistent service and single point of contact for all travelers

• Reduce administration

Mobile Applications

• Enable hand-held access to travel and expense procedures

• Capture receipt at the source for maximum efficiencies

• Itinerary management

End-to-End Integration

• Automate paper-based reports

• Implement end-to-end solution

• Implement optimizations

Duty of Care

• Capture traveler itineraries for full visibility

• Provide solution, umbrella insurance, and rescue capabilities to reduce risks

Communications

• Travel portal

• Consolidate all travel information

• Push “trigger-based” emails for infrequent and international travelers

Travel Office

• Single owner of the T&E solution

• Focus on adoption and service

• Provide continuous program improvements

Card Reconciliation

• Provide a single system for procurement card and travel card reconciliation

Policy

• Balance controls, traveler efficiencies and user experience

• Programmatically address exception-based rules for specialty groups

Strategic Sourcing

• Airline discounts

• Lodging discounts

• Ground transportation discounts

• Meetings and events

• Ongoing analysis of travel spend


CONDUCTED INTERVIEWS

CONDUCTED INTERVIEWSInterviewee Name Campus Department Title

1 Zachary Albert UAA Administrative Services Director

2 Lee Ann Amerson UAF Financial ServicesAssistant to Associate Vice

Chancellor

3 Kari Atwood UAF CFOS-Seward Marine Center Marine Personnel Coordinator

4 Geoffrey Bacon SW Labor RelationsDirector of Labor and Employee

Relations

5 Craig Baldwin UAF School of Education-K12 Outreach Travel Coordinator

6 Dustin Bawcom SW UA System Student Enrollment Strategy Administrative Specialist

7 Joshua Beck UAF Office of Admissions and Registrar Admissions Clerk

8 Carol Brady UAA School of Allied Health Business/Office Manager

9 William Bristow UAF GI-Space Physics and AeronomyHAARP Chief Scientist and

Professor

10 Betty Brooks UAA School of Nursing Administration Fiscal Technician

11 Robin Brooks UAF CRCD-Interior Aleutians Campus Student Success Coordinator

12 Jennifer Burns UAA Biological Sciences Department Assistant Professor

13 Louise Butler UAA Academic Innovations and eLearningAssistant to the Director-Office

Manager

14 Denise Caissie UAF Procurement and Contract Services ProCard Administrator

15 Rick Caulfield UAS University of Alaska Southeast Chancellor



16 Michael Ciri UAS Administrative Services Vice Chancellor for Administration

17 Lily Cohen UAF International Arctic Research Center Research Professional

18 Talis Colberg UAA Matanuska-Susitna College College Director

19 Wendy Cole UAS Business and FinanceFiscal Technician III (Travel

Auditor)

20 Douglas Cost UAF CLA-Political Science Research NSF IGERT Fellow

21 Carrie Crouse SW UA System Foundation Accounting Office Manager

22 Kristen Dau UAF CRCD-Chukchi Campus Library Technician

23 Debra Davis UAF Facilities Services-Utilities Fiscal Technician

24 Kitty Deal UAA Kodiak CollegeAssistant Professor, Elementary

Faculty

25 Mae Delcastillo UAS Student Services Administrative Manager

26 Paul Deputy UAA College of Education Dean

27 Myron Dosch UA Finance CFO

28 Patrick Druckenmiller UAF Department of Geosciences Associate Professor of Geology

29 Morgan Dufseth SW Academic Affairs-System Governance Executive Officer

30 Paul Dunscomb UAA History Professor/Chair

31 Dawn Durtsche UAF CLA-Alaska Native Language Center Administrative Generalist



32 Jennifer Elhard UAF CFOS-Seward Marine Center Faculty and Administrative Manager

33 David Fee UAF GI-Volcanology Assistant Professor

34 Tara Ferguson SW UA System Human Resources Compensation Director

35 Terry Fields UAA Management and Marketing Department Term Assistant Professor

36 Kerynn Fisher UAF Administrative ServicesExecutive Assistant to the Vice

Chancellor

37 Deanna Fitzgerald UAF CNSM-Division of Research Purchasing and Travel Coordinator

38 Heather Foltz UAF College of Liberal Arts (OIT) Fiscal Officer

39 Crystal Frank UAFCRCD-Alaska Native Studies and Rural

Development

Graduate Student and Administrative

Coordinator

40 Laura Frisone SW/UAF Office of Information Technology Administrative and Event Coordinator

41 Kellie Fritze UAF Facilities Services Financial Manager

42 Gretchen Froehle UAF CRCD-Northwest Campus Personnel Coordinator

43 Randy Fulweber UAF Institute of Arctic Biology-Toolkit Field Station Research Technician III

44 Alan Fugleberg UAA Kodiak College Director

45 Faye Gallant UAF Office of Management and Budget Business Analyst

46 Vickie Gilligan UA Finance Senior Accountant

47 Debbie Gonzalez UAF School of Natural Resources and Extension Grant Fiscal Manager



48 Skye Greer UAF Institute for Arctic Biology-Toolkit Field Station Business Manager

49 Leah Gregg UAS Department of Natural Sciences Administrative Assistant

50 Cathy Griseto UAF CNSM-Department of Veterinary Medicine Program Coordinator

51 Gwendolyn Gruenig SW Strategy Planning and BudgetAssociate Vice President for

Institutional Research Planning

52 Maren Haavig UAS School of ManagementChair of Accounting Program and

Asst. Prof. of Accounting SOM

53 Nan Haley UAA PWS Institutional SupportFiscal Technician II/Accounts

Payable

54 Jennifer Harris UAF Collee of Fisheries and Ocean Sciences Executive Officer

55 Erin Harris UAF Institute of Northern Engineering Travel Coordinator

56 Louisa Hayes UAA College of Education Assistant to the Dean

57 Geri Heiner UAA College of Health Project Assistant

58 Brenda Henderson UAA College of Education Administrative Assistant

59 Alexandra Hill UAA Institute of Social and Economic Research Assoc. Dir., Finance and Admin.

60 Janice Hollender UAS School of Education Administrative Manager

61 Wendy Horn UAS Ketchikan Director’s Office Asst. Dir. Of Business Operations

62 Jessie Huett UAA Kenai Peninsula College, AdministrationAdministrative Assistant/College

Council Secretary



63 Denise Irish UAF Athletics Travel Coordinator

64 Geoff Jacobs UA/UAF Finance Finance Business Process Analyst

65 Rachel Jacobus UAS Accounts Payable Administrative Support

66 Trudy James UAA Community and Technical College Administrative Support

67 Rachel Jepsen UAF Shared Travel Services Manager, STS

68 Emery Johson SW/UAF Office of Information Technology Executive Assistant to the CITO

69 Jamie Johnston-Eddy UAA College of EducationFiscal Professional 2, Office of

Dean

70 Linda Joule UAF CRCD-Chukchi-Campus Director

71 Lawrence Kaplan UAF CLA-Alaska Native Language Center Director/Department Chair

72 Regan Kelliher UAA Office of the Provost Executive Asst. to the Provost

73 Maryann Kniffen UAA COH WWAMI School of Medical Education Business Manager

74 Gregory Knight UAA Alaska Center for Rural Health Fiscal Manager

75 Ellen Neibert Koenen UAA Information Technology Services Administrative Coordinator

76 Karl Kowalski SW/UAF Office of Information TechnologyChief Information Technology

Officer

77 Tom Langdon UAA Office of Information TechnologyManager, OIT Customer Support

Services



78 Kathleen Lardner UAA College of EducationAdmin. Assistant, Undergraduate

and Initia

79 Amanda Lash UAF College of Rural and Community Development Travel Coordinator

80 Dawn Lighthall SW UA System Finance Operations Executive Assistant to CFO

81 Serena Likar UAF Shared Travel ServicesTravel Coordinator-Expense

Reports

82 Amy Lovecraft UAF CLA-Department of Political Science Associate Professor

83 Mary Sonia Mabalot UAS-Sitka Accounts Payable/Travel Accounts Payable/Travel

84 Elaine Main SW System Office of Risk Services Office Manager

85 Wendy Martelle UAF CLA-Linguistics Associate Professor

86 Bobbi McCoy UAS Chancellors Office Campus Resource Specialist

87 Robert McCoy UAF Geophysical Institute Director

88 Ashley McKibbon UAA Athletics Admin Officer-HR/Finance/Travel

89 Deborah McLean UAF CRCD-Bristol Bay Campus Director

90 Jenell Marrifield SW/UAF Office of Information Technology Travel and Contract Coordinator

91 Bob Metcalf UAF CRCD-Northwest Campus Director

92 Nancy Meyer UAA Student Affairs Senior Fiscal Officer

93 Steffanie Miller UAA Facilities and Campus Services Fiscal Technician



94 Andrea Miller UAA Information Technology Services Administrative Coordinator

95 Derek Miller UAF Institute of Northern Engineering Business Office Manager

96 Kathryn Milligan-Myhre UAA Biological Sciences Department Assistant Professor

97 Ashley Munro UAF Financial Aid Assistant Director

98 Suzann Nicolai UAF GI-Alaska Satellite Facility Fiscal Technician

99 Saichi Oba SW UA System Student and Enrollment Strategy Associate Vice President

100 Jonathan Oconnor UAA PWS Campus President Acting President

101 Kathryn Ohle UAA College of EducationAssistant Professor, Early

Childhood Education

102 Susan Olson UAA Library Administrative Manager

103 Irasema Ortega UAA COE Elementary Education Associate Professor

104 Jane Pallister UAA AthleticsAssociate Athletic Director-

Internal Affairs

105 Brianna Pauling UAF CRCD-Rural Student Services Office Manager

106 Amy Perkins UAA Justice Center Fiscal Technician

107 Susan Phillips UAF Provost Office Operations Executive Officer

108 Michelle Pope SW UA System Human ResourcesDirector of HR Accounting and

HRIS



109 Nichole Pittman SW Internal Audit Chief Audit Executive

110 Julie Queen UAF Administrative servicesAssociate Vice Chancellor for

Finance

111 Peggy Rauwolf UAA Kodiak College Accounting Supervisor

112 Katie Ridenour UAF Shared Travel Services Travel Coordinator-Purchasing

113 Nycolett Ripley SW Academic Affairs OperationsAssistant to the UA VP for

Academic Affairs and Research

114 Anita Rosas UAF Library Administration Grant Coordinator

115 Wendy Rupe UAF College of Fisheries and Ocean Sciences Financial Manager

116 Helen Sale UAA Institutional Support Matanuska Business Services Assistant

117 Lydia Sanders UAF College of Business and Public Policy Fiscal Technician

118 Jennifer Schell UAF CLA-English Department Associate Professor

119 Sarah Sheets UAA Institute of Social and Economic Research Fiscal Technician

120 Steve Shiell UAA Prince William Sound CollegeDirector of Administrative

Services

121 Sabine Siekmann UAF CLA-Linguistics and Foreign Languages Associate Professor

122 Kristy Smith UAS Arts and Sciences Administrative Manager

123 Jason Stevens UAA Matanuska-Susitna CollegeAssistant Professor, Computer

Info and Office Systems



124 Marie Stevens UAS School of Education Admin. Assistant to the Dean

125 Kelsie Sullivan UAA Institute for Circumpolar Health Studies Grants Manager

126 Jeanne Taylor UAA School of Nursing Administration Grant Technician

127 Jenifer Taylor UAA School of Allied Health Administrative Assistant

128 Jason Theis UAF Office of Finance and Accounting Director

129 Linda Toth SW/UAF Office of Information Technology IAM Technical Lead

130 Ralph Townsend UAA Institute of Social and Economic Research Director/Professor

131 Gary Turner UAA Kenai Peninsula College College Director

132 Bryan Uher UAF CRCD-Interior Aleutians Campus Director

133 Alida VanAlmelo UAA COH WWAMI School of Medical Education Communications Specialist

134 Vivian Viar UAF CRCD-Bristol Bay Campus Assistant Director

135 Frederick Villa SW Workforce Programs, UA System Associate Vice President

136 Jervette Ward UAA English Department Associate Professor

137 Chrystal Warmoth SW Land Management (see Statewide Offices) Executive Assistant

138 Michelle Warrenchuk UAS Department of Natural Sciences Administrative Assistant



139 Denise Wartes UAF CRCD-Rural Alaska honors InstituteProgram Manager, Rural Alaska

Honors Institute

140 Laurie Williams UAS Academic Instructional ProgramAssistant to the Director – Travel

Coordinator

141 Eva Wilson UAA School of Social Work Program Assistant

142 Wendy Wood UAF CRCD-Interior Aleutians Campus Fiscal Technician III

143 Amanda Yauney UAA Community and Technical College Fiscal Professional

144 Shelby Carlson UA Finance Finance Business Process Analyst

145 Sandi Culver UAA Administrative Services Associate Vice Chancellor

146 Tom Dienst UAS Director of Business Services

147 Dawniel Dupee UAF Travel Auditor

148 Ali Hayden UA Finance Finance Business Process Analyst

149 Christine Mclaughlin UA Finance Lead Systems Coordinator


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