Your Ideas Matter

Leveraging Purchase Orders to Streamline Invoice Processing

When the University team reviewed how invoices were being processed, they discovered a cumbersome and time-consuming workflow. Invoices were handled through a manual, non-PO process that required individual check requests and multiple handoffs between departments, the Shared Services Center (SSC), and Accounts Payable. This outdated method prevented leveraging IDR (Invoice Document Recognition) technology, slowing payment times and creating a heavy administrative burden.

To improve this, we set up POs with key suppliers like Anda, PBA Health, CINTAS, Kingston, Thomson Reuters, and others, covering a total of 2,789 invoices. Now, when the University places an order with a supplier under a PO, the supplier’s invoices are sent directly to the Accounts Payable email inbox. The IDR system automatically scans and processes these invoices for payment without manual data entry.

This change is already helping the University improve payment turnaround and meet the 30-day payment goal. More importantly, it’s reducing administrative work and allowing staff to focus on strategic priorities rather than manual invoice entry.

Fellow Change Agents:

• Angel Gillaspie
• Lee Goetz
• Haylie Lancaster
• Shauna Owens
• Dave Moore
• Dave Hunt         
• Lori Haaga
• Krissie Druen
• Lindsay Reiter
• Wilisha Thompson

Impact of idea:

Ability to automate ~2,800 invoices annually and $42,000 in productivity savings

Improve Officer Trainee payment process

The existing process for providing incentive pay for officers taking on additional duties to train other officers has been a source of frustration because of the manual tracking, cumbersome approval process, and then manual keying of each pay period covered by the payroll team.  The payroll team recommended adding an additional earnings code in HRPay for this specific type of incentive pay to help fix the issue. 

The team then did all the relative testing for the new code and processes involved.  By having the earnings code in HRPay, the hours can be entered directly in the payroll system and approved by the appropriate supervisors. Once approved, the payment gets picked up like any other approved payroll activity.  This removes the manual tracking in excel, the additional pay approval workflow, and prevents our payroll staff from manually entering each payment.

Fellow Change Agents:

• Penny Kellum
• Melissa Bissey
• Jennifer McBee
• Kwan McKee
• Abby King
• James Druen
• Nelson Mosley

Impact of idea:

$5,200 annually in efficiency savings by eliminating manual data entry and unnecessary workflow approvals

Requisition Workflow Improvement

A small checkbox in FITC was causing a big headache. When staff submitted non-catalog requisitions, they often overlooked the “Negotiated” box. If it wasn’t checked, the request would get routed for manual PO creation to the SSC team. That meant delays, extra emails, and multiple purchase orders for a single requisition. One team member, Ephrom, received multiple emails everyday just to fix these errors, each one taking time away from more strategic work.

To solve it, the team proposed a simple fix: update the system so the “Negotiated” box is checked by default, while still allowing users to uncheck it when needed.

That change is now live. The process is more efficient, errors are reduced, and fewer manual corrections are needed. This is saving time for both departments and SSC staff.

Fellow Change Agents:

• Zach McElfresh
• Colette Gillespie
• Judy Hamner

Impact of idea:

$4,875 in annual efficiency savings / 195 hours of staff time

Optimizing the Finance Data Service Portal for Bulk Submission Efficiency

Nancy Snow had just wrapped up a conference at KU and found herself spending two full days submitting payment requests—one by one—for each attendee who needed reimbursement. It was tedious and time-consuming.

As we rolled out the Independent Contractor Payment Request (ICPR) Form in KU’s new Finance Service Portal, we heard similar frustrations from faculty and staff. Those managing conference reimbursements or contractor payments said entering each participant’s information separately was slowing them down and pulling focus from their core responsibilities.

In response to this feedback, we introduced a bulk upload feature that allows users to submit multiple names and payment details in a single request. Faculty began using it right away—and it’s already making a difference by saving time, reducing errors, and streamlining the process. Now, KU researchers can spend less time on data entry and more time doing what they do best.

Fellow Change Agents:

• Nancy Snow
• Missy Somers
• Tanner Grubbs
• Katrina Yoakum
• Karen Schaller
• Michael Lewis 
• Cindy Jacobson
• Judy Hamner
• Colette Gillespie

Impact of idea:

$1,500 annual efficiency savings

Improve Clarity for Vendor Payment Forms

Cameron Piercy was trying to reimburse a non-employee. His team submitted the required paperwork of a W-9 and Direct Deposit forms. Unfortunately, those forms were returned since both forms were not setup for Adobe signatures that the State of Kansas accepts and the individual was frustrated because they weren’t sure how to fill out the Direct Deposit form. 

To fix this, we published clear instructions to help vendors (both business and individuals) complete forms correctly and converted the W-9 to allow electronic signatures. These changes have already reduced errors and delays, making the reimbursement process smoother and more efficient for everyone involved.

Fellow Change Agents:

• Cameron Piercy
• Mike Lewis
• Melissa Stewart

Impact of idea:

$3,000 in savings annual efficiency savings from fewer errors and returns.  The clear instructions and having both forms setup for electronic signatures should reduce errors and clear up misunderstandings about what type of signature is required.