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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
5 © 2017 HURON CONSULTING GROUP INC.
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
6 © 2017 HURON CONSULTING GROUP INC.
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
7 © 2017 HURON CONSULTING GROUP INC.
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
Technology, Systems, Tools
8 © 2017 HURON CONSULTING GROUP INC.
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
9 © 2017 HURON CONSULTING GROUP INC.
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
Technology, Systems, Tools
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
10 © 2017 HURON CONSULTING GROUP INC.
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.
© 2017 HURON CONSULTING GROUP INC.
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
12 © 2017 HURON CONSULTING GROUP INC.
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.
13 © 2017 HURON CONSULTING GROUP INC.
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
16 © 2017 HURON CONSULTING GROUP INC.
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
17 © 2017 HURON CONSULTING GROUP INC.
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
18 © 2017 HURON CONSULTING GROUP INC.
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
Colleges, Departments,
Schools
UA Southeast
Colleges, Departments,
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
Key Finding Observations
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
20 © 2017 HURON CONSULTING GROUP INC.
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
© 2017 HURON CONSULTING GROUP INC.
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
© 2017 HURON CONSULTING GROUP INC.
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
© 2017 HURON CONSULTING GROUP INC.
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
Travel Authorization
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
© 2017 HURON CONSULTING GROUP INC.
R2: OPTIMIZE TRAVEL & EXPENSE POLICY
26
Item Summary Considerations
Travel Authorization
Approvals
3b. International travel Combine with 3a
Move Fly America Act regulations to air travel
Travel Authorization
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
Travel Authorization
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)
TRAVEL POLICY CONSIDERATIONS
© 2017 HURON CONSULTING GROUP INC.
R2: OPTIMIZE TRAVEL & EXPENSE POLICY
27
Item Summary Considerations
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
TRAVEL POLICY CONSIDERATIONS
© 2017 HURON CONSULTING GROUP INC.
R2: OPTIMIZE TRAVEL & EXPENSE POLICY
28
Item Summary Considerations
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
TRAVEL POLICY CONSIDERATIONS
© 2017 HURON CONSULTING GROUP INC.
R2: OPTIMIZE TRAVEL & EXPENSE POLICY
29
Item Summary Considerations
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
TRAVEL POLICY CONSIDERATIONS
© 2017 HURON CONSULTING GROUP INC.
Key Finding Observations
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
30 © 2017 HURON CONSULTING GROUP INC.
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
31 © 2017 HURON CONSULTING GROUP INC.
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
R3: FULLY AUTOMATE T&E SOLUTION
32 © 2017 HURON CONSULTING GROUP INC.
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
R3: FULLY AUTOMATE T&E SOLUTION
© 2017 HURON CONSULTING GROUP INC.
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
Technology, Systems, Tools
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
34 © 2017 HURON CONSULTING GROUP INC.
R4: SELECT AND IMPLEMENT TMC & OBT
Key Finding Observations
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
35 © 2017 HURON CONSULTING GROUP INC.
R5-6: UTILIZE & NEGOTIATE TRAVEL DISCOUNTS
Key Finding Observations
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
36 © 2017 HURON CONSULTING GROUP INC.
R7-8: EXPAND UNIVERSITY CARD PROGRAM
Key Finding Observations
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
37 © 2017 HURON CONSULTING GROUP INC.
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
38 © 2017 HURON CONSULTING GROUP INC.
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
39 © 2017 HURON CONSULTING GROUP INC.
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
40 © 2017 HURON CONSULTING GROUP INC.
Key Finding Observations
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
© 2017 HURON CONSULTING GROUP INC.
Key Finding Observations
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
© 2017 HURON CONSULTING GROUP INC.
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
© 2017 HURON CONSULTING GROUP INC.
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
45 © 2017 HURON CONSULTING GROUP INC.
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
© 2017 HURON CONSULTING GROUP INC.
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.
47 © 2017 HURON CONSULTING GROUP INC.
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
Travel Authorization
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
© 2017 HURON CONSULTING GROUP INC.
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
49 © 2017 HURON CONSULTING GROUP INC.
IMPLEMENTATION CONSIDERATIONS
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
T&E CRITICAL SUCCESS FACTORS
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IMPLEMENTATION CONSIDERATIONS
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
T&E CRITICAL SUCCESS FACTORS
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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.
52 © 2017 HURON CONSULTING GROUP INC.
APPENDIX
4
TRAVEL INFORMATION FORM
Provided by the College of Health
USED IN ADDITION TO TEM TRAVEL AUTHORIZATION
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OVERALL TRAVEL PROCESS FLOW
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PHASE I: ICHS TRAVEL PROCESS -UAA
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PHASE III: ICHS TRAVEL PROCESS - UAA
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PHASE II: TRAVEL PROCESS – UAF (1 OF 4)
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PHASE II: TRAVEL PROCESS – UAF (2 OF 4)
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PHASE II: TRAVEL PROCESS – UAF (3 OF 4)
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PHASE II: TRAVEL PROCESS – UAF (4 OF 4)
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PHASE II: TRAVEL PROCESS – UAF
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PHASE II: TRAVEL PROCESS – UAF
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PHASE II: TRAVEL PROCESS – UAF (1 OF 2)
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PHASE II: TRAVEL PROCESS – UAF (2 OF 2)
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PHASE II: TRAVEL PROCESS – UAF
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JOB DESCRIPTION
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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
68 © 2017 HURON CONSULTING GROUP INC.
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
Skills Analysis and Development
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
69 © 2017 HURON CONSULTING GROUP INC.
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
Skills Analysis and Development
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
© 2017 HURON CONSULTING GROUP INC.
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
74 © 2017 HURON CONSULTING GROUP INC.
CONDUCTED INTERVIEWSInterviewee Name Campus Department Title
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
75 © 2017 HURON CONSULTING GROUP INC.
CONDUCTED INTERVIEWSInterviewee Name Campus Department Title
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
76 © 2017 HURON CONSULTING GROUP INC.
CONDUCTED INTERVIEWSInterviewee Name Campus Department Title
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
77 © 2017 HURON CONSULTING GROUP INC.
CONDUCTED INTERVIEWSInterviewee Name Campus Department Title
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
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CONDUCTED INTERVIEWSInterviewee Name Campus Department Title
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
79 © 2017 HURON CONSULTING GROUP INC.
CONDUCTED INTERVIEWSInterviewee Name Campus Department Title
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
80 © 2017 HURON CONSULTING GROUP INC.
CONDUCTED INTERVIEWSInterviewee Name Campus Department Title
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
81 © 2017 HURON CONSULTING GROUP INC.
CONDUCTED INTERVIEWSInterviewee Name Campus Department Title
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
82 © 2017 HURON CONSULTING GROUP INC.
CONDUCTED INTERVIEWSInterviewee Name Campus Department Title
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
83 © 2017 HURON CONSULTING GROUP INC.
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