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Choose expense-management software by first defining which campus workflows it must handle, then proving that it fits your institution’s financial systems, card programs, approval controls, and user groups. A platform that handles reimbursements but cannot reconcile your P-card transactions or route grant-funded travel correctly may add work instead of removing it. University examples show that systems can cover travel authorization and booking, expense reports, reimbursements, card reconciliation, and reporting—but institutions draw different boundaries between those functions and procurement.
What should a university expense-management system do?
There is no single campus workflow that every expense platform must own. Start with the processes your finance team wants the software to manage, and record which will remain in procurement, accounts payable, a travel service, or another system.
University implementations illustrate a broad range of possible scope. The University of Massachusetts Dartmouth describes pre-travel authorization, booking, expense reporting, approvals, and bank-card reconciliation. George Washington University (GW) describes a Concur-powered expense module for reimbursements, P-card statements, and travel advances, as well as Concur use across travel, expenses, invoices, and special requests. The University of Denver describes travel booking, P-card transactions, reimbursements, receipt uploads, approval tracking, and reporting.
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Those examples are evidence that the workflows can be brought together, not a requirement that every university consolidate them. In particular, do not assume that an expense system should replace procurement. The University of New Mexico says goods and services are generally procurement, typically paid by P-card or requisition/purchase order, subject to exceptions. GW notes that the source of funds can affect procurement requirements, including for federal grants and contracts.
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Draw the boundary before comparing products
Make a list of processes and assign each a clear destination. Include at least:
- Employee reimbursements and any nonemployee reimbursements.
- Travel pre-approval, booking, expense reporting, and travel advances.
- P-card transaction feeds, reconciliation, receipt collection, and missing-document follow-up.
- Invoices or payment requests, if they are in scope.
- Purchases handled through procurement, such as requisitions and purchase orders.
For each item, document the handoff to the ERP or another system, who owns the policy, and what record finance needs for audit and reporting. This avoids selecting a product based on a broad feature list when the real requirement is a dependable handoff between systems.
How should we compare expense-management software?
Use the same six criteria for every candidate: workflow scope, integration, controls, user roles, reporting, and implementation. Record what the vendor demonstrates in your configuration separately from what its marketing materials or a university case example says the product can do.
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| Criterion | What to verify | Evidence to request |
|---|---|---|
| Workflow scope | Which of travel authorization, booking, reports, reimbursement, card reconciliation, invoices, and purchasing the system actually owns. | A process map showing system boundaries, handoffs, and exception ownership. |
| Financial and card integration | Chart-of-accounts mapping, fund and project coding, card feeds, identity/SSO, and import/export paths. | A live demonstration using your chartfields, card program, and target financial-system interfaces. |
| Policy and controls | Pre-approval, routing by department, fund, or amount, spend controls, audit flags, documentation rules, and exceptions. | Demonstrations of ordinary and exception cases, including the audit history left behind. |
| Users and adoption | Experience for employees, supervisors, business officers, delegates, cardholders, students, and guests as applicable. | Role-specific workflows, accessibility and mobile scenarios, training materials, and support model. |
| Reporting | Visibility into pending approvals, unsubmitted card transactions, fund or department spend, reimbursement status, aging, and exception trends. | Reports or dashboards shown with permissions and data fields relevant to your finance team. |
| Implementation and operations | Migration, configuration, training, support, and change management. | A campus-specific plan, named responsibilities, assumptions, and references from institutions with relevant workflows. |
Does expense software integrate with Banner or PeopleSoft?
Some vendors announce integrations with specific higher-education and enterprise systems, but a named integration does not prove that it will support your institution’s configuration. Validate the exact data, direction, timing, and error handling in a technical review.
PayMyTuition announced integrations with Ellucian Banner, Ellucian Colleague, PeopleSoft, and Workday in its April 29, 2025 product announcement. That is vendor-authored evidence; it does not independently establish how a particular campus deployment performs. The University of Illinois System lists financial-system and credit-card integration among Emburse Enterprise capabilities. Neither point replaces a demonstration against your own financial system, card issuer, and chart of accounts.
Integration questions for the technical review
- Can the system map every required chartfield, including funds, departments, projects, and other local coding dimensions?
- How are split-coded expenses represented, validated, and exported?
- Which card feeds are available for your program, how frequently do they arrive, and how are unmatched or duplicate transactions handled?
- What data travels to and from the ERP, through what interface, and what happens when a record fails validation?
- How are identity, roles, and single sign-on managed, including for guests or nonemployees who may not have standard campus accounts?
- Can finance review a failed or delayed transfer without asking the submitter to recreate an expense?
Ask the vendor to show a real transaction moving through the proposed integration path, including a rejected record and its correction. If the product relies on a file exchange or another intermediate step, establish who operates it and how the team monitors it.
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Which controls matter most for university expenses?
Controls should reflect local policy and funding rules, not just generic receipt thresholds. Test how the platform captures approvals, enforces documentation, flags exceptions, and preserves a usable audit trail.
University workflows show why this matters. UMass Dartmouth describes policy, export-control, and cybersecurity-related travel workflows. Arizona describes embedded policy reminders, audit rules, and defined approval workflows. Illinois describes automated routing and spend control. These are examples of institutional requirements and capabilities, not evidence that one configuration fits every campus.
Build controls around the full transaction
- Before spending: Determine whether travel or other spending requires pre-approval, and whether routing changes by fund, department, amount, or type of expense.
- At submission: Check required receipts, business purpose, funding codes, and any supporting documents required by policy.
- During review: Verify how approvers handle policy exceptions, secondary approvals, delegates, and out-of-office coverage.
- After approval: Confirm that the audit trail shows who acted, when, what changed, and why an exception was allowed.
- For restricted or sponsored funds: Test the institution’s actual review and documentation requirements rather than assuming a general policy rule covers every funding source.
Ask the vendor to demonstrate both a compliant transaction and one that should be flagged. A control that only surfaces after payment, or that creates an exception no one is assigned to resolve, may not solve the underlying problem.
Can one system handle travel, P-card reconciliation, and reimbursements?
It can be a reasonable requirement to evaluate, but do not treat “all-in-one” as a pass/fail label. Universities have used platforms across combinations of travel, expenses, card reconciliation, and related processes; the right scope depends on local procurement boundaries and existing systems.
GW describes Concur across travel, expenses, invoices, and special requests, while its expense module includes reimbursement, P-card statements, and travel advances. UMass Dartmouth documents authorization, booking, expense reporting, approvals, and card reconciliation. Denver describes travel booking, P-card transactions, reimbursements, receipts, approval tracking, and reports. Florida describes travel requests, booking, receipt capture, expense reports, and approvals. These institutional examples show relevant use cases, not that every listed feature is included in every deployment or available under identical terms.
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Compare the cost and operational burden of one platform against a connected set of tools. A consolidated user experience may reduce handoffs, but only if the underlying card, travel, financial, and procurement integrations work and teams agree who owns exceptions. Conversely, retaining a separate travel or procurement system can be appropriate if the interfaces and responsibilities are clear.
How should we test a vendor in a university demo?
Use a scripted demonstration based on campus transactions, and require the vendor to use your coding structure and approval logic where possible. A polished generic demo cannot establish that an expense will route correctly across your funds, roles, and integrations.
- Grant-funded international trip: Show authorization, any required policy or documentation checks, expense submission, and review by the right approvers.
- P-card purchase with missing documentation: Import a card transaction, identify the missing receipt or other required record, assign follow-up, and show how the transaction remains visible until resolved.
- Student or guest reimbursement: Submit and approve an expense for a nonemployee using the campus’s intended process. Michigan describes separate employee and nonemployee workflows, including a distinction between employment-related student expenses and academic-pursuit expenses.
- Expense split across funds: Code a single expense to multiple funds or projects, validate the entries, and show the resulting ERP export and audit history.
- Exception needing a second approver: Trigger the exception, route it to the additional reviewer, record the decision, and show how the submitter and finance staff see its status.
Score each scenario against the same checklist: successful routing, correct coding, visible status, complete audit history, clear exception ownership, and an acceptable user experience. Do not let a vendor substitute a slide or promise for a scenario it cannot demonstrate; record the gap and its operational consequence.
What should we know about the university-tested options?
University examples can establish that a product is being used in a higher-education setting, but they are not a controlled comparison. Use them to identify candidates for diligence, then validate scope, configuration, references, and current commercial terms directly.
| Option | University evidence described | What that evidence does—and does not—show |
|---|---|---|
| Emburse Enterprise | Illinois lists automated approval routing, spend controls, mobile approvals, financial-system and card integration, training, and dashboards. Michigan reported upgrading to Emburse Enterprise in August 2024 for employee reimbursements and P-card reconciliation. | Shows institutional use and relevant feature claims. It does not establish comparative performance, fit for another institution, or current pricing. |
| SAP Concur | GW describes use across expenses, travel, invoices, and special requests; UMass Dartmouth describes authorization, booking, reports, card reconciliation, and policy workflows. Florida, Denver, and UC San Diego also describe Concur in travel, expense, or card workflows. | Shows varied university use cases. The examples do not establish that every institution uses the same modules or configuration. |
| PayMyTuition Expense and Spend Management | The vendor announced a higher-education-focused expense and spend product on April 29, 2025, and listed Banner, Colleague, PeopleSoft, and Workday integrations. | Supports consideration as a candidate for diligence, not independently verified outcomes, mature deployment history, or savings. Its announcement’s “up to 20% savings on spend programs” is a vendor claim without methodology in the cited announcement. |
The available evidence does not provide comparable independent performance statistics, current product pricing, implementation costs, contract terms, or security certifications. Request those details during procurement, and validate claims against your institution’s requirements rather than treating a university deployment as a universal endorsement.
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How do we plan implementation and campus adoption?
Require an implementation plan that treats configuration, integrations, migration, training, and change management as part of the purchase. The software’s fit depends on how well it is configured for local policy and how consistently campus users can complete their tasks.
UMass Dartmouth describes moving from five systems to two integrated platforms and requiring training for specified user groups. Arizona describes implementation resources and campus ambassadors supporting local adoption. Those examples underline that system consolidation and training involve organizational work as well as software setup.
Make the operating plan concrete
- Identify owners for finance policy, procurement boundaries, ERP integration, card feeds, security review, and user support.
- Document which current records and open transactions must migrate, and how the team will verify completeness.
- Define test scenarios and acceptance criteria before configuration is considered complete.
- Specify training by role; submitters, approvers, cardholders, delegates, and business officers may need different guidance.
- Agree on how policy changes will be reflected in routing, reminders, forms, and support content after launch.
- Ask for references from institutions with similar workflow scope, funding complexity, financial systems, and staffing.
Florida’s example of mobile receipt capture and approvals, and Illinois’s in-application assistance and training resources, are useful prompts for adoption questions. Check whether the experience works for your users and policies rather than assuming that a mobile feature or training library will be sufficient.
Which expense-management system is best for universities?
There is no universal winner established by the available university examples. The best fit is the product that can demonstrate your required workflows, integrate reliably with your financial and card systems, enforce local controls, serve your campus user groups, and operate within a credible implementation and support plan.
For a shortlist, compare candidates against the same requirements and scripted scenarios. Treat university deployments as evidence of relevance, vendor-authored integration claims as items to validate, and pricing, security, and performance as procurement questions that still require direct evidence. The examples cited here are primarily from US universities; institutions elsewhere should also verify applicable local tax, procurement, travel, grant, and data requirements.
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Frequently Asked Questions
What questions should we ask about expense software security and data handling?
Ask for the vendor’s current security documentation, data-processing terms, retention and deletion rules, breach-notification commitments, access controls, and any independent certifications required by your institution. The university examples cited here do not establish specific security certifications or terms, so evaluate them through your institution’s security and privacy review.
How should a university evaluate expense software pricing?
Request a total-cost proposal that separates licensing, implementation, integration work, support, training, and any transaction or user-based charges. The university examples do not publish comparable current prices or implementation costs, so use a consistent scope and assumptions when asking candidates to quote.
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Translate each proposal into your own process map and require vendors to label each requirement as demonstrated, configurable, dependent on another product, or unavailable. This makes gaps and dependencies easier to compare than feature-name matching.
Should a university replace its existing travel or procurement platform at the same time?
Only if the institution has a defined operational reason and can manage the added migration and change scope. First establish which system owns each process and what the handoffs must accomplish; then assess replacement as a separate decision with its own costs, risks, and acceptance criteria.
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