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Accessing and Using Concur

The Concur Travel Management System consists of Concur Travel and Concur Expense. From the Concur home page, you can access both Concur Travel and Concur Expense to book travel or submit an expense report.

Staff and students requiring access to Concur to make travel arrangements for Rensselaer travel, and/or submit expense reports, should have their supervisor or department chair notify their business manager or department administrative assistant to request an account for them. Once their account has been set up, the employee or student will receive instructions on how to login to Concur Solutions  and complete their profile. 

• Rensselaer Travel 101  — Outlines details around booking travel and creating/submitting expense reports
• Concur Account Checklist — Provides step-by-step documentation for setting up your Concur account
• Travel 101: Payment Types  — Training document that outlines the different payment types available in Concur
• Concur Expense Training  — Training presentations for the new Concur Expense interface
• Concur Helpful Hints and Reminders - A list of notes to assist with making sure your expenses reports are successfully processed
• Concur Solutions Mobile Apps — Helps travelers submit expense reports, manage travel plans, and get invoices approved quickly

TripIt Pro is an app available for Apple or Android smartphones that allows individuals to manage their travel plans by consolidating their trip details – including air/rail information, hotel reservations, car rentals, and even restaurant reservations –  in a single location. Rensselaer provides all faculty, staff, and student Concur users with a complementary subscription to TripIt Pro.

TripIt Pro also allows travelers to access their travel plans on their mobile device along with premium features, including:

• Flight Alerts – Send text/e-mail alerts for delays or cancellations, gate information, and helpful reminders
• Sharing – Offers travelers the ability to share their itinerary and eliminate the need to send email notifications to colleagues and family members.
• Alternate Flight Search – Provides easy access to view alternate flight schedules and available seating.
• Point Tracker – Serves as a single place where travelers can access all of their frequent traveler points.

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Corporate Travel and Entertainment Policy Best Practices

Traveling employees often incur significant expenses on company-funded trips. But how much is too much? According to recent statistics, businesses spend approximately $799 per person per day on a business trip. Expenses can quickly add up if not carefully watched over.  A travel and entertainment policy outlines what expenses are eligible, how much employees (and sometimes senior management) can spend on business-related travel and the specific terms for reimbursement.

In this article, we’ll explore what a travel and entertainment policy entails and how to make the most out of your business travel resources.

Travel and Entertainment Policy Definition

A travel and entertainment (T&E) policy is a set of regulations that govern business-related travel and entertainment expenses. It sets clear parameters regarding what is acceptable in an employee’s spending of company resources and reimbursement procedures. The policy also highlights acceptable activities for employees while traveling on company business; for instance, meetings and conferences.

Why Do You Need a Company Travel and Entertainment Policy ?

For starters, the primary goal of establishing a clearly defined T&E policy is to ensure that employees clearly understand what is expected of them when it comes to spending company funds on work-related trips. It also sets out the guidelines for hosting or entertaining clients for business purposes. 

The travel and entertainment policy also enables management to mitigate risks associated with misuse of funds and identify potential incidents of fraud, alongside non-compliance with legal requirements. 

With that said, here’s a more detailed breakdown of the main objectives of a travel and entertainment policy :

Fraud Prevention

Unfortunately, deliberate and unintentional fraudulent activity in corporate travel still plagues businesses, leading to significant losses in the long run. In fact, it is estimated that companies lose $125,000 to fraud on average. Although the causes and impact of fraud in business vary by department, traveling employees may contribute to fraudulent activity knowingly or unknowingly.  

This arises from the fact that employee and business goals for travel don’t always align. Occasionally, some employees will seek to benefit themselves at the expense of the company. A comprehensive policy prevents fraud by imposing strict procedures for the use of company resources and submission of the expense reports.

>> Related: 5 Ways FinTech Reduces Fraud <<

Better Resource Management

A well-thought-out travel and entertainment policy ensures that employees only adhere to activities that are acceptable and beneficial for the company’s objectives. For instance, paying for a client lunch meeting may be considered acceptable if it helps in solidifying mutually beneficial working relationships.

With a clear policy in place, businesses can ensure that their employees make the most of their allocated travel and entertainment expenses while avoiding overspending and poor management of company resources.

Cost Savings

As mentioned earlier, corporate travel expenses can pile up as a direct result of poor expense management and fraudulent activity. A corporate travel and entertainment policy shields businesses from such issues. This can be achieved by ensuring that spending on business trips, events, and other related activities is done in accordance with the expenses limited by the policy.

The policy also helps companies save money by ensuring that all expenses are properly accounted for and that the company is getting the best value for its money.

Elements of a Company Travel and Entertainment Policy

Different companies set out different policies that reflect their values and culture. Such elements should be tailored to the specific needs of the organization after taking into consideration its size, budget, regulations, and culture. 

Key elements of a T&E policy include:

The Scope of the Policy

First of all, how a company decides on its travel and entertainment policies does not just revolve around booking flights and hotels. There are regulations and guidelines that govern the spending of the company.

The scope of corporate travel and entertainment policies covers vital details such as: 

• The person/people responsible for authorizing travel.
• Who the policy applies to (junior or senior employees?).
• Possible risks.
• Expense reporting procedures.
• Reimbursement procedures.

The list goes on. In essence, the scope of the policy covers all the expectations for employees when traveling on behalf of the company or attending events.

>> Related: The Importance of Well-Defined Travel and Expense Policies for Businesses <<

Travel Approval/Authorization

All travel expenses, routes, and destinations should be authorized by appropriate managers and supervisors before they are incurred. Authorized expenses ensure that the trip is necessary for business, and will be covered by the company’s travel budget. Additionally, an authorization requirement will further help to prevent fraudulent expenses from being submitted for reimbursement.

Travel Budgeting Limits

While each company will have different budget limits, it is important for employees to stay within the budgeted amount so that expenses are kept under control.

Some key considerations for effective budget limits include:

• The number of days an employee will be expected to be away from work.
• The total cost of the trip.
• The number of people allowed to accompany an employee on a business trip.
• The types of travel that are approved (airfare, car rental, public transport, etc.).
• Spending on meals or entertainment during a business trip.

Once the total cost of the trip is determined, an appropriate limit can be set for how much money an employee can spend. This limit may be based on the number of people traveling with the employee, among other factors.

Travel Risk Management

Travel risk management involves assessing, monitoring, and controlling any risks associated with employee travel. The goal is to protect employees and the organization’s assets from risk by carefully anticipating these risks and adequately planning to mitigate them. 

A risk management plan may include:

• Establishing safety protocols for the use of local transport.
• Using approved agencies, suppliers, and companies to ensure quality services and avoid potential scams when booking flights or hotels.
• Creating a checklist for employees to complete prior to their departure. This checklist can include items such as passport and visa requirements, medical insurance, emergency contacts, etc.
• Employing tracking technology, such as GPS-enabled devices and applications to monitor an employee’s location during travel.
• Developing a communication plan for traveling employees so they can keep in touch with the company.
• Offering security training and advice to employees prior to their departure.
• Establishing an emergency contact list for traveling employees, in case of any incidents or emergencies.
• Ensuring that employees are familiar with local laws and customs before they leave.

By taking proactive steps to manage risks, businesses can ensure the safety of their employees while traveling.

>> Related: 10 Questions to Audit and Update Your Business Travel Policy <<

Travel Expense Reporting & Auditing

While T&E policies aim to provide clear travel guidelines for employees, it is important to point out that properly documenting and tracking employee expenses is essential for a company to manage its resources effectively.

Regular auditing further keeps the business compliant with tax regulation policies, and within budget.

When it comes to reporting and auditing travel expenses, there are several measures you can take to ensure accuracy and transparency. 

For starters, clear policies regarding acceptable expenses should be established and communicated to all employees. It should be clearly stated when these expenses must be reported, and more importantly, who is responsible for verifying them. If you’re in charge of a sizeable team, you may also want to consider using automated software systems to monitor and track employee spending in real-time. 

>> Related: Mapping the Travel Expense Accounting Process <<

Action Measures for Non-Compliance

Non-compliance with a company’s corporate travel and entertainment policy can lead to significant financial losses as well as potential legal issues. To ensure that all employees adhere to the rules, a clear action plan must be established for employees who do not comply.

First and foremost, any employee found guilty of violating the policy should receive a formal warning. The warning should be sent via email or letter and should include a detailed explanation of the violation.

If the violation persists, further action may be taken. This depends on company policy around fraud and could include disciplinary measures such as suspension, termination, or even legal action depending on the severity of the situation. 

Regardless, it is important to clearly define these consequences in the travel and entertainment policy so that employees are aware of the potential repercussions.

How to Create an Effective Corporate Travel and Entertainment Policy

Having a clear and effective corporate travel and entertainment (T&E) policy in place can help companies manage their expenses and set expectations for their employees. However, creating a policy that balances employee satisfaction and corporate cost control is no walk in the park.

A well-crafted T&E policy can help organizations save money on their travel and entertainment expenses while also ensuring that employees have a smooth and stress-free experience. 

Here are the key steps taken in developing an effective T&E policy:

Identify the Purpose of the Travel and Entertainment Policy

The purpose of a corporate travel and entertainment policy is to provide guidelines and regulations for traveling employees in their duty to the company. It ensures that company resources are used responsibly and ethically when traveling or entertaining on behalf of the company.

Establish Criteria for Travel

When creating a corporate travel policy, it is important to set clear criteria that determine who is eligible for business travel. Details such as the necessary qualifications, job title, and/or seniority level needed to be eligible for business travel can be outlined in the criteria. Additionally, the criteria for travel define the roles or responsibilities of each person traveling on behalf of the company.

Forecasting Your Budget

Forecasting the budget for business trips helps the company estimate how much money should be allocated for travel expenses and provides insight into which areas are likely to incur the most costs. Forecasting also allows you to set clear expense limits so that employees don’t overspend while on business trips. Some travel management platforms may even help you by calculating dynamic budgets based on real-time rates.

Setting Expense Limits

The policy should also specify which types of expenses are allowable and which are not. This will help employees understand what they can and cannot spend company funds on while traveling, as well as any limits that may apply.

Outlining Acceptable Expenses

It is important to list down what types of expenses are acceptable, as well as the limits on these expenses. 

When it comes to outlining acceptable expenses, there are several categories that should be addressed. Common examples of acceptable expenses in travel and entertainment policies may include transportation, accommodation, meals, and entertainment. It is equally important to specify what types of expenses are not allowed, for instance, personal purchases or services that are unrelated to business travel.

>> Related:  Highlights from the 2023 State of Business T&E Report <<

Handling Expense Claims

Another important aspect of a corporate travel and entertainment policy is to ensure that employees are submitting their expenses properly. To do this, employers should provide clear instructions on how to submit expense claims, as well as any documentation or receipts necessary to support the claim.

Establish a Timeline for Submitting Expense Claims

The company should set clear deadlines for submitting claims and require all claims to be approved before reimbursement is issued. By setting these expectations in advance, you can ensure that all employees are abiding by the same rules when it comes to filing travel and entertainment expenses.

Review All Receipts and Documentation

All receipts and documentation should be properly reviewed. This review should include an in-depth examination of both the original receipts and any accompanying documents. These may include itineraries, expense reports, or other forms of proof.

The purpose of this review is to ensure that any expenses incurred fall in line with the company’s budget. Additionally, the review provides an opportunity to check for any discrepancies or fraudulent activity. If a discrepancy is found, it should be reported to the appropriate supervisor/manager so that any necessary action can be taken.

Compare Expenses to Policy

It is important for businesses to compare employees’ actual expenses to the policy on a regular basis to ensure that all spending is compliant with company regulations.

A good way to compare expenses to policy is by using dedicated expense tracking software . These tools allow companies to track and review employee spending easily, as well as compare it against the policy.

Verify the Accuracy of Expenses

All expenses, no matter how minor, must be reported to the finance department. The responsible supervisor should then assess the accuracy of all expense reports before submitting them for reimbursement. In this process, you should provide a detailed review of individual expense items and overall accuracy of the report as a whole.

>> Related: Sample T&E Dashboards for Proactively Monitoring Compliance, Budget, and Anomalies <<

Follow-Up With Employees

Having a corporate travel and entertainment policy is essential for any business, but it’s just as important to ensure that the policy is being followed. To ensure compliance with company policies and regulations, managers should follow up with their employees regularly.

You should check in with your employees both before and after business trips to ensure that all expenses are properly documented and appropriate. Additionally, you should regularly review employee receipts and other expense documentation to ensure accuracy and compliance with the company’s travel policy.

Pay Approved Claims Promptly

As a business, it is important to pay any approved claims promptly. Doing so helps maintain a positive working relationship with employees and vendors.

When approving claims, ensure the total amount stated in the claim is accurate and all supporting documents are included. Supporting documents may include credit card statements, receipts, and other forms of proof. Additionally, it is important to confirm that the expenses are in line with corporate policy.

Creating a corporate travel and entertainment policy is an important part of a business expense management strategy. By establishing clear criteria for who is eligible for business travel, forecasting the budget, setting expense limits, specifying acceptable expenses, and monitoring spending, companies can ensure that their employee travel activities stay within budget.

What is a travel policy?

A travel policy can be defined as the rules and guidelines established by an organization for business travel matters. Such rules dictate who is eligible to travel, where, and how much they can spend on meals and accommodations. Other essential matters discussed in the policy include reimbursements for expenses.

Why create a business travel policy?

A well-constructed policy helps keep business travel safe, cost-effective, and compliant. The main reason for creating a business travel policy is to protect the organization from financial risks and potential legal issues associated with employee travel.

What should be included in a corporate travel policy?

A comprehensive corporate travel policy contains guidelines for employees and contractors to follow when handling both domestic and international travel expenses. Important matters to be included in the policy should cover reimbursement rates, allowable expenses, booking procedures and restrictions, and safety considerations.

What should you consider when creating a business travel policy?

Key considerations to keep in mind include the destinations and objectives of trips to be taken by employees. The size of the business should also be taken into consideration since startups often don’t have the same resources as established companies.

What’s included in a T&E expense report?

A T&E expense report typically includes details about the dates of travel, expenses incurred, the purpose of travel, and any other relevant information such as airline tickets purchased or hotel accommodation. The names of those attending can also be included along with the cost per person for all meals and entertainment activities.

What travel expenses are deductible?

Generally speaking, several business-related travel and entertainment expenses are deductible. Examples of deductible travel expenses may include transportation (airfare, car rentals, taxis, etc.), lodging (hotel stays), meals, and entertainment.

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2024 guide to travel and expense management

T&e policy | best practices to an effective travel and expense policy, what is t&e, what are the benefits of a t&e policy (and what happens without one).

With only a handful of employees, managing travel expenses is still doable using Excel sheets and paper receipts. However, when companies are growing, the whole process of approving, reporting, and analyzing travel expenses gets more complex, and not only do finance and accounting teams take most of their valuable time for things that could be easily automated. Companies should define what the status quo is and what they want to achieve with automating their T&E. Once the T&E process is automated, it's simple to keep up with company growth or increased employee travel, and it will save a lot of administrative costs in the long run.

What does a T&E policy look like?

• Allowable business purposes for travel
• Booking tool and process (for air travel,, hotel rooms, public transportation, and car rental)
• Basic spending guidelines for each category including details of eligibility for upgrades to business class or first-class airfaresBest practices for reimbursable expenses,including necessary supporting documentation (for food, ground transportation, and other small expenses)
• Examples of non-reimbursable expenditure e.g. personal entertainment and policies for alcoholic beverages and non employees joining business trips for leisure purposes.
• The disciplinary action that will be taken if business travelers fail to comply with your policy

How T&E management tools can help

• Faster approval process and alerts for policy violations
• Cost savings from better policy compliance
• Accurate spending limits per team, department, or project
• Transparent, real-time data on travel and entertainment expenses
• Consolidated expense reporting from a single booking tool
• Advanced T&E cost tracking allowing finance teams to forecast future business travel expenses
• More accurate expense data. Analyze different expense categories and individual employee expenses in just a few clicks
• Ability to identify travel spend trends among employees and seek out loyalty memberships for experience-enhancing perks
• Faster reimbursement for out of pocket expense claims such as tolls, visa fees, travel insurance, business meals or mileage reimbursement when traveling in personal vehicles.

Out of policy flights in the search

T&e tax implications, the 5 best practices to streamline your travel and expense management, 1. make it accessible, 2. be ready for mobile, 3. create clear policies, 4. automate your workflow (and let travelers book for themselves), 5. onboard your automation tool, say hello to simpler t and e workflows.

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The Importance of a Travel and Entertainment Policy

Organizations often require their employees to travel for business purposes, which can involve a variety of expenses from airfare to meals. To manage these costs effectively and ensure compliance with both company standards and tax regulations, a comprehensive Travel and Entertainment Policy is essential. In this blog, we will discuss the key points of such a policy, illustrating why it exists and the problems it is supposed to address in an organizational setting.

Overview of the Travel and Entertainment Policy

The Travel and Entertainment Policy is designed to provide clear guidelines for employees and contractors who travel on behalf of the company. It aims to ensure cost-effectiveness, efficient travel planning, and proper procedures for approval and reimbursement of travel expenses. The policy also emphasizes the need to minimize travel where possible and encourages the use of alternative communication methods like voice and video conferencing.

Let's delve into the key points outlined in the policy's table of contents:

Introduction and Purpose Establishes the policy's applicability and objectives, emphasizing cost-effective travel and alternative communication methods.

Travel Agent Identifies the appointed travel agent for the company and mandates all bookings through this provider.

Booking Process Details the process for booking travel, including the use of an online portal and the requirement for manager approval.

Employee Responsibilities Outlines the expectations for employees, such as exploring non-travel options and managing company funds responsibly.

Manager Responsibilities Specifies the duties of managers, including ensuring policy understanding and compliance among their team members.

International Travel Advice Provides guidance on travel to certain destinations and where to find government travel advice.

Air Travel Covers the booking process for air travel, restrictions on class of travel, and preferences for direct flights.

Ground Transportation Encourages the use of public transport and company vehicles, and provides guidelines for car rentals and personal car use.

Accommodation Details the booking process for hotels, including preferred hotels and non-reimbursable charges.

Meals Sets limits on meal expenses and outlines the process for claiming business meal costs.

Other Expenses Covers additional reimbursable expenses such as gratuities and communication costs.

Expense Claiming Explains the process for submitting expense reports and the consequences of non-compliance.

The policy is designed to address several problems within an organizational setting:

Cost Management : By setting clear guidelines on what is reimbursable and what is not, the policy helps control and predict travel and entertainment expenses.

Compliance : The policy ensures that employees adhere to company standards and legal requirements, reducing the risk of financial penalties or reputational damage.

Efficiency : With a standardized process for booking and claiming expenses, the policy streamlines administrative tasks and reduces the potential for errors.

Safety : By providing international travel advice and preferred transportation options, the policy aims to protect the well-being of employees while they are on company business.

In conclusion, a well-crafted Travel and Entertainment Policy is crucial for any organization that requires its employees to travel. It not only helps manage costs and ensure compliance but also supports the safety and efficiency of business travel. If you're looking to implement or update your company's policy, we have a template for this policy that you can purchase.

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TRAVEL AND ENTERTAINMENT POLICY

Approved by the ASOR Board of Trustees on November 20, 2016; amended by the ASOR Board on May 8, 2022; amended again by the ASOR Board on April 16, 2023.

The Board of Trustees of the American Society of Overseas Research (ASOR) recognizes that from time to time, ASOR and Cultural Heritage Initiative (CHI) employees, representatives, and agents (excluding the Executive Director) (individually, a “Representative,” and collectively, “Representatives”), and the Executive Director must travel to conduct ASOR business and further ASOR’s mission.

The ASOR Board of Trustees further recognizes that from time to time, the Executive Director must travel and entertain prospective donors, government representatives, and other persons critical to ASOR’s business and mission. In doing so, the Board of Trustees imposes the business judgment rule on the Executive Director; to wit, in deciding whether to incur a travel or entertainment expense, the Executive Director must act on an informed basis, in good faith and in the honest belief that the action taken is in the best interests of ASOR. The Executive Director’s travel and entertainment is subject to review by the President or Board Chair at any time upon request. Requests by the Executive Director for reimbursement under this policy should be reviewed and approved by the Treasurer or the President.

As a 501(c)(3) non-profit learned society, stewardship of ASOR resources is essential. Representatives and the Executive Director, therefore, are expected to minimize the costs of travel and entertainment wherever possible and reasonable.Thus, the purposes of this Travel and Entertainment Policy are to (i) ensure that travel, entertainment, and other related expenditures are appropriate and reimbursable, (ii) implement and maintain adequate cost controls, and (iii) provide a uniform and consistent protocol for identifying and reporting reimbursable travel and entertainment expenses.

ASOR’s policy is to pay for or reimburse only authorized, reasonable, and necessary travel and entertainment expenses actually incurred by a Representative and the Executive Director. When incurring such expenses, ASOR expects Representatives and the Executive Director to:

• Exercise discretion and good judgment when incurring such expenses;
• Be cost conscious and spend ASOR’s money carefully and judiciously;
• Report travel and entertainment expenses, supported by required documentation, that were actually incurred; and
• Report travel and entertainment expenses on a timely basis.

II. Expense Report

Expenses will not be reimbursed or paid for unless the Executive Director or Representative requesting reimbursement timely submits a written expense report on the ASOR Expense Report form . If possible, the ASOR Expense Report should be submitted to the Finance Manager within ten (10) days of completing travel. If the Finance Manager is the one requesting reimbursement, the Expense Report should be sent to the Executive Director for approval. Unless there are extraordinary circumstances, all forms must be submitted to the Finance Manager within thirty (30) days of completing the travel. The request must include, inter alia :

• The Executive Director’s or Representative’s name;
• Date, origin, destination and purpose of the trip or entertainment, including a description of each ASOR-related activity conducted during the trip or entertainment;
• Name and affiliation of all people, if any, for whom such travel and entertainment expenses were incurred ( e ., people on whom the Executive Director spent money conducting ASOR business and furthering ASOR’s mission); and
• Itemized list of all expenses incurred ( e ., date, amount (including tips), vendor, and description).

Expense reports must be approved by the Finance Manager for reimbursement. If the Executive Director is requesting reimbursement, the Expense Report must be approved by both the Finance Manager and the ASOR Treasurer or ASOR President. If the Finance Manager is requesting reimbursement, the Executive Director must approve the Expense Report. No reimbursement funds will be disbursed until the Expense Report is approved.

III. Receipts

Receipts are required for all travel and entertainment expenses greater than $5.00 regardless of whether they are billed directly to ASOR. No expense greater than $5.00 will be reimbursed unless the Executive Director or Representative requesting reimbursement submits individual transaction receipts from each vendor (not a payment card statement) with the ASOR Expense Report showing the date, amount, vendor, and description of each expense incurred. Scanned copies or photocopies of individual transaction receipts are acceptable provided the original receipts are retained for inspection by ASOR if requested. If a receipt is not available ( e.g ., for mileage or tips), a signed explanation must be included.

IV. General Travel Parameters

• Advance Approval. All trips involving air travel or at least one overnight stay by Representatives must be approved, in advance, by the Executive Director or his/her designee. All trips involving air travel or at least one overnight stay by the Executive Director are subject to the business judgment rule.
• Necessity of Travel . In determining the reasonableness and necessity of travel expenses, including their authorization, a Representative, the Executive Director, and the President must consider the cost/benefit to ASOR of the proposed travel expenses. The same considerations also must be taken into account in deciding whether the presence of a particular Representative or the Executive Director on a trip is necessary. In determining whether the benefits to ASOR outweigh the costs, less expensive alternatives, such as participation by telephone or video conferencing, or the availability of local programs or training opportunities, must be considered.
• Business and Personal Travel Expenses. With prior approval, a Representative or the Executive Director traveling on behalf of ASOR may incorporate personal travel into ASOR business trips. ASOR travel, however, may not be arranged at a time that is less advantageous to ASOR, or results in a greater expense to ASOR, in order to accommodate personal travel plans. Any additional expenses incurred as a result of personal travel, including, inter alia , airline, train, hotel and rental car upgrades, extra hotel nights, additional stopovers, meals, transportation, incidentals, or other expenses are the sole responsibility of the Representative or the Executive Director and will not be reimbursed by ASOR. Upon request, a Representative or the Executive Director combining ASOR business travel and personal travel must furnish a documented “with and without” travel expense analysis to ensure that ASOR does not reimburse any otherwise non-reimbursable expenses.
• Spouse, Family Members, and Friends. With prior approval, a spouse, family member, or friend may accompany a Representative on ASOR business travel when the presence of a companion will not interfere with the successful completion of ASOR business objectives. The Executive Director’s spouse, family member, or friend also may accompany the Executive Director on ASOR business travel when the presence of a companion will not interfere with the successful completion of ASOR business objectives. Travel expenses pertaining to a Representative’s or the Executive Director’s spouse, family or friends will not be reimbursed by ASOR. Upon request, a Representative or the Executive Director accompanied by a spouse, family member, or friend on ASOR business travel must furnish a documented “with and without” travel expense analysis to ensure that ASOR does not reimburse any otherwise non-reimbursable expenses.

 V. Air Travel

• General Parameters. Air travel reservations must be made as far in advance as possible to take advantage of reduced airfares. If a Representative does not have an ASOR credit card to purchase an airline ticket, the Executive Director, Finance Manager, or their designee may purchase the ticket for the Representative. ASOR will only pay for, or reimburse, the cost of the lowest non-restrictive coach or economy class fare actually available for direct, non-stop flights (if available) from the airport nearest the Representative’s or Executive Director’s home or the ASOR office to the airport nearest the destination. Domestic airline tickets exceeding $750, and international airline tickets exceeding $1,400, must be approved in advance by the Executive Director or the President or Treasurer, as applicable. If the travel is supported by federal funding, the Fly America Act will take precedence over the least expensive airfare available (see below).
• Sufficient Advance Purchase Required. The most cost beneficial time to purchase an airline ticket is twenty-one (21) days prior to departure, followed by fourteen (14) days prior to departure, and then seven (7) days prior to departure. Absent extinuating circumstances, all airline tickets must be purchased as soon as a Representative or Executive Director becomes aware of the need for air travel at a time consistent with the above purchase window parameter in effect at the time the Representative or Executive Director becomes aware of the air travel need. If a Representative or Executive Director becomes aware of the need for air travel, but fails to purchase his or her airline ticket in compliance with the above purchase window parameters, ASOR will only pay for or reimburse that portion of the purchase price equal to the cost of the ticket had it been properly purchased in compliance with the above purchase window parameters. The Representative or Executive Director will be responsible for the difference.
• Exceptions. Consistent with federal guidelines, ASOR Representatives, federal grant beneficiaries or contractors, or others seeking reimbursement from ASOR may only be reimbursed for airfare costs up to the basic least expensive unrestricted airfare accommodations offered by commercial airlines that include seat assignments with the following exceptions: • When such flights would require circuitous routing; or • When such flights would require travel during unreasonable hours; or • When such flights would excessively prolong travel; or • When such flights would result in additional costs that would offset the transportation savings; or • When such flights are not reasonably adequate for the traveler’s medical needs. ASOR and the traveler must document these conditions on a case-by-case basis in order for the use of first-class or business-class airfare to be allowable. If the purchase of a business or first-class ticket necessitated by a proposed traveler’s medical needs would have a disproportionate impact on the travel budget or allocation, ASOR at its sole discretion may determine that another person should make the trip.
• Saturday Stays . Representatives and the Executive Director traveling on behalf of ASOR are not required to stay over a Saturday night in order to reduce the price of an airline ticket. A Representative or Executive Director who chooses to stay over a Saturday night will be reimbursed for reasonable lodging and meal expenses incurred over the weekend to the extent the expenses incurred do not exceed the difference between the price of the Saturday night stay airline ticket and the price of the lowest price available ticket that does not include a Saturday night stay. To receive reimbursement for such weekend lodging and meal expenses, the Representative or Executive Director must supply, along with the Expense Report, documentation of the amount of the difference between the price of the Saturday night stay and a non-Saturday night stay airline tickets.
• Frequent Flyer Miles, Compensation for Denied Boarding, and Hotel and Other Travel Points. Representatives or the Executive Director traveling on behalf of ASOR may accept and retain frequent flyer miles, compensation for denied boarding, and hotel and other travel points for their personal use. Representatives or the Executive Director may not deliberately patronize a single airline to accumulate frequent flyer miles, or patronize a single hotel or hotel chain to accumulate travel points, if less expensive comparable airline tickets or hotels are available.

VI. Lodging

Representatives or the Executive Director traveling on behalf of ASOR will be reimbursed for the reasonable cost of hotel accommodations at the single room rate. Convenience, the cost of staying in the city in which the hotel is located, and proximity to other destinations on the Representative’s or Executive Director’s itinerary will be considered in determining reasonableness. Representatives and the Executive Director must make use of available corporate and discount rates for hotels. “Luxury” or “resort” hotel rates will not be reimbursed, in whole or in part, unless prior approval is secured by the Executive Director, Finance Manager, Treasurer, or President .

VII. Out-Of-Town Meal and Incidental Expenses (M&IE)

A Representative’s or the Executive Director’s M&IE (including tips) while traveling out-of-town within the United States on behalf of ASOR will be reimbursed in their entirety subject to a maximum daily allowance equal to the GSA M&IE per diem rate in effect at the Representative’s or the Executive Director’s destination. See http://www.gsa.gov/portal/category/100120 to compute the domestic per diem rate. Representatives and the Executive Director will be responsible for any M&IE exceeding the domestic per diem rate.

A Representative’s or the Executive Director’s M&IE (including tips) while traveling outside the United States on behalf of ASOR will be reimbursed in their entirety subject to a maximum daily allowance equal to the U.S. Department of State M&IE per diem rate in effect at the Representative’s or the Executive Director’s destination. See https://aoprals.state.gov/web920/per_diem.asp to compute the international per diem rate. Representatives and the Executive Director will be responsible for any M&IE exceeding the international per diem rate.

Notwithstanding the allowed M&IE per diem rates, Representatives and the Executive Director are encouraged to be careful with their expenses. The M&IE per diem rates are the maximum allowed per day; spending less would be better.

For travel paid for by federal grants, Representatives or Implementers may be reimbursed on a per diem basis for lodging and/or M&IE if the Executive Director, Treasurer, or President concludes that the per diem reimbursements are the most expedient and practical way to provide travel reimbursement.

VIII. Ground Transportation

Representatives and the Executive Director are expected to utilize good judgment and use the most economical ground transportation appropriate under the circumstances.

• Courtesy Shuttles. Most hotels near airports have courtesy shuttles running to and from the airport at no charge. This free service should be utilized whenever possible and practical.
• Airport Shuttles or Buses. Airport shuttles generally travel to and from all major hotels outside of the airport area, downtown, and significant suburbs for a small fee.
• Taxi are often the most economical and convenient form of transportation when the trip is for a limited time, minimal mileage is involved, or parking fees or tolls are substantial.
• Uber, Lyft, and Other Private Car Services. The lower cost categories of Uber, Lyft, and other private car services may be utilized in lieu of taxis unless a rental vehicle is more economical and convenient.
• Rental Although rental vehicles are generally the most expensive form of ground transportation, when the trip is for a significant amount of time, substantial mileage is involved, or parking fees or tolls are negligible or nonexistent, a rental vehicle may be the most economical and convenient form of ground transportation. Representatives and the Executive Director are allowed to rent a vehicle while traveling on behalf of ASOR provided the cost is less than alternative methods of transportation and advance approval is secured from the Executive Director or President, as applicable. Representatives and the Executive Director are permitted to rent a vehicle at the cost of a vehicle in the full-size class or lower. The cost of additional options ( e.g ., GPS, satellite radio, car seats, and insurance) will not be reimbursed; they must always be declined. Representatives and the Executive Director also must decline the “full tank” option and make every effort to refuel the rental vehicle prior to returning it to avoid high refueling costs.

IX. Personal Vehicles

Provided approval is secured in advance from the Executive Director or President or Treasurer, as applicable, Representatives and the Executive Director may use their personal vehicles to travel for ASOR business. The actual expenses incurred to operate a personal vehicle, including maintenance and repair expenses, will not be reimbursed. Rather, the use of a personal vehicle for ASOR business will be reimbursed at the current IRS mileage rate for business travel. Unless otherwise agreed or approved in advance by the Executive Director or President or Treasurer, as applicable, commuting expenses ( e.g ., mileage from a Representative’s home to the ASOR office, parking, tolls, and other commuting expenses) will not be reimbursed.

X. Parking/Tolls

Parking and tolls incurred by Representatives and the Executive Director traveling on ASOR  business (other than parking and tolls incurred when commuting to the ASOR office as set forth above) will be reimbursed. Traffic and parking tickets, fines, car washes, valet service, and similar vehicle expenses will not be reimbursed. Airport terminal parking is permitted for short business trips. For extended trips, Representatives and the Executive Director should use off-airport, long term parking lots if possible and practical.

XI. Business Entertainment

Reasonable, necessary, and appropriate entertainment expenses incurred to conduct ASOR business and further ASOR’s mission will be reimbursed only if approved in advance by the Executive Director or President, as applicable, and only if they otherwise qualify as tax deductible expenses. Detailed documentation for such expenses must be provided, including:

• date and place of the entertainment;
• nature of the expenses;
• names, titles, and affiliations of the persons entertained;
• a description of the business purpose for the activity, including the matters discussed; and
• individual transaction receipts from each vendor (not a payment card statement) showing the vendor’s name, a description of the services provided, the date, and total expense, including tips (if applicable). Scanned copies or photocopies of individual transaction receipts are acceptable provided the original receipts are retained for inspection by ASOR if requested.

XII. Non-Reimbursable Expenses

ASOR maintains a strict policy that expenses in any category, including otherwise reimbursable travel and entertainment expenses, that are (or could be) perceived as lavish or excessive will not be reimbursed. Such expenses are inappropriate for reimbursement by a nonprofit, charitable organization. Unless otherwise determined in advance to be reimbursable, a Representative’s non-reimbursable expenses include, inter alia :

• Otherwise reimbursable travel and entertainment expenses that are determined to be lavish or excessive.
• Travel insurance (unless considered prudent by the ASOR Executive Director, Treasurer, or President).
• U.S. Government-funded travel that does not comply with the Fly America Act (see below for possible exceptions).
• First class tickets or upgrades (ASOR will only reimburse up to the price of a non-restrictive, economy / main cabin [or similar] ticket with seat assignment).
• When lodging accommodations have been arranged by ASOR and the Representative elects to stay elsewhere, reimbursement will be limited to an amount no higher than the rate negotiated by ASOR. Transportation between the alternate lodging and the lodging arranged by ASOR will not be reimbursed.
• Hotel upgrades.
• Telephone and internet (unless required to conduct ASOR business and/or program activities. E.g., daily cell service outside U.S., or hotel internet service required to conduct ASOR business)
• Limousine travel.
• Personal entertainment, such as movies, theater, and sporting events.
• Alcoholic beverages.
• Tobacco products.
• Membership dues at any country club, private club, athletic club, golf club, tennis club or similar recreational organization.
• Golf, tennis, or other participatory sporting events.
• Sporting equipment purchaes.
• Spa or exercise charges.
• Clothing and shoe purchases.
• Toiletry articles and personal items (unless required because of lost luggage or other travel-related reason that is not covered by travel provider or insurance).
• Expenses for spouses, friends or relatives. If a spouse, friend or relative accompanies a Representative on an ASOR business trip, it is the responsibility of the Representative to determine to make the appropriate adjustments to the Representative’s expense reimbursement request.
• Overnight retreats.
• Vehicle maintenance and repairs.
• Personal and incidental expenses.
• All expenses specifically identified as non-reimbursable in this Travel and Entertainment Policy.

This list of non-reimbursable expenses is provided by way of example, and in no way implies that categories of expenses not included on the list are automatically reimbursable.

XIII. Fly America Act Requirement for federally-funded travel

General comments and requirement for the Fly America Act and ASOR Travel: All air travel and cargo transportation services funded by the federal government are required to use a “U.S. flag” air carrier service. This requirement applies to consultants, contractors, and grantees receiving U.S. government funds, and it applies to other travelers whose travel is paid for by the federal government. A traveler cannot cross the U.S. border to use a foreign airline to avoid being subject to the Fly America Act. If an ASOR employee, contractor, grantee, or beneficiary travels using U.S. government funding, that person must comply with the Fly America Act, or ASOR will not pay for or reimburse that person for airline travel.

Codesharing and ASOR Travel: Occasionally, two or more airlines will “codeshare” a flight by publishing and marketing the same flight under their own airline designators and flight numbers. A travelers can purchase a seat on either airline’s designator and flight number, but the flight is only operated by one of the cooperating airlines. To comply with Fly America regulations, ASOR-funded travelers must purchase such a flight via the U.S. airline’s designator and flight number if the flight is shared between a U.S. and a foreign airline.

Exceptions to the Fly America Act There are some circumstances where it’s not reasonable to use a U.S. flag air carrier, and an ASOR-funded traveler can make an exception to the Fly America Act if one of the following circumstances is met: 1. When a U.S. air carrier is not available. 2. When using a U.S. carrier service would extend the travel time by 24 hours or more. 3. When a U.S. carrier does not offer a nonstop or direct flight between origin and destination, and using a U.S. carrier: a. Increases the number of aircraft changes outside the United States by two or more; or b. Extends travel time by six hours or more; or c. Requires a connecting time of four hours or more at an overseas interchange point. Note: To comply with the Fly America Act, the ASOR traveler must use a U.S. flag carrier service for every portion of the route for which it is available unless one of these exceptions is met. 4. When the flight time from origin to destination is less than three hours and using a U.S. flag carrier doubles the flight time. 5. When there is an applicable Open Skies Agreement in effect that meets the requirements of the Fly America Act. a. The exceptions provided by the Open Skies Agreements for government-funded travel do not apply if your transportation is funded by the Department of Defense (DOD).

Summary and ASOR Travel Exception Form Ticket cost and convenience are NOT exceptions to the Fly America Act. If an ASOR traveler does not use a U.S. Flagship or U.S. Codeshare flight, the traveler must complete the ASOR Travel Exception Form and have it approved before ASOR funds can be used to purchase or reimburse an airline ticket. If an ASOR-funded traveler is traveling on a U.S. Government-funded project, and if that traveler does not comply with the Fly America Act, ASOR will not purchase and will not reimburse the traveler’s airline ticket.

XIV. Final Authority

The President or Treasurer, or the President’s or Treasurer’s designee, has the final authority to determine whether an expense is reimbursable under this Travel and Entertainment Policy. Abuse of this Travel and Entertainment Policy, including falsifying expense reports to include expenses not actually incurred or expenses a Representative or the Executive Director knows are not reimbursable, constitutes grounds for immediate disciplinary action.

XV. Policy review

This Policy will be reviewed by the Finance Committee at least every two years; proposed amendments must be submitted to, and approved by, the ASOR Executive Committee and Board of Trustees.

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Statement and purpose, table of contents.

NOTE -  A new Travel & Entertainment Policy is in draft. Please refer to the Finance wiki to help determine appropriate travel and entertainment expenses. Current Policy is stated below.

Each department on campus is responsible for making its own travel arrangements. All University travel must have supervisory approval prior to securing airfare, hotel accommodations, car rental, conference registration, etc.  Travel expenditures in excess of $5,000 will follow the purchase order process described in the previous section prior to finalizing arrangements.  Departments planning travel arrangements in excess of $5,000 must complete a purchase requisition form detailing the arrangements and itinerary and forward it to the PD for approval. The PD provides quick turnaround on travel-related requests since these arrangements are often time-sensitive (see PO process section for detailed instructions).

In general, the policies for travel expenditures follow other purchasing policies.  This is one area, however, that falls under greater IRS scrutiny and requirements for expense reimbursements. Purchases made through the University payment process (where SPU pays the vendor directly) follow the same policies as other University expenditures. Expenditures made via a University bankcard or personal funds and then submitted on an expense reimbursement require specific documentation and substantiation (see  Business Expense Policy (Archive) ). In addition, the University has set standards related to business travel. This section will explain the general policy and University standards. Specific requirements for expense reimbursement and bankcard reclassifications are addressed in the  Business Expense Policy (Archive)  section, along with the underlying IRS regulations.

Entities Affected By This Policy

All University faculty and staff.

• 1 Statement and Purpose
• 2 Approval Expectations
• 3.1 Extending Travel Beyond Business
• 3.2 Accommodations
• 3.3 Car Rental
• 3.4 Meals and Incidentals
• 4.1 Mileage for Temporary Work Locations
• 5 Definition of Terms
• 6 Related Policies and Procedures

Policy Version: 1.1

Responsible Office:  Financial Affairs Responsible Executive:   Assistant Vice President for Financial Affairs

Effective Date:   December 8, 2017 Last Updated:  January 27, 2019

Approval Expectations

The approval process for University travel really begins as part of each department’s operational planning for the year. The University expects the overall planning process to reflect the fact that professional development and operational travel are part of a department’s ongoing operations and personnel development.

To support this philosophy, many VP areas have allocated professional development and operational travel resources out to the departmental level (versus being centralized at the VP level). To further support this philosophy, travel policies and procedures grant the dean and director level more ability to utilize these resources.

While the University expects professional development and operational travel to be part of each department’s planning process and therefore have supervisory approval, the payments department will no longer verify this supervisory approval during the purchase/payment process. Individual departments can have their own internal approval requirements and processes, but the payments department will not be able to verify compliance.  (Reimbursement for travel and entertainment still requires a supervisor’s approval.  See  Business Expense Policy (Archive) .)

Documentation Requirements

All credit card reclasses or reimbursement requests for travel must include original, itemized receipts for expenditures. If a transaction is under $50 and a receipt is difficult to obtain, it is allowable to document the expense and note the lack of receipt. The IRS requires all expense reimbursements (including purchasing card documentation) to provide substantiation of the expenses by adequate records that include the following:

Business purpose

Person(s) entertained

Business relationship of person(s) entertained

Presence of employee requesting reimbursement

Conference Agendas-- For travel that is conference related, a conference agenda must be submitted as part of the documentation.

Spousal Travel --The University does not reimburse for spousal travel unless it is pre-approved by their VP with a valid business purpose. Spousal travel reimbursement is a targeted hot topic for the IRS.

Administrative approval  is required for all reimbursements. Generally, the employee’s supervisor (including VPs), who has budget authority, approves the request for reimbursement. Supervisors approving these expenses attest to the business purpose of the entertainment or travel, as well as the propriety and reasonableness of the expenses. The Director of Finance and Controller has been instructed to refer any unusual charges or amounts in excess of University thresholds to the area vice president for review and approval or to the vice president for Business and Planning or the president, if appropriate.

Extending Travel Beyond Business

The University covers only the round-trip (to and from the destination) cost of the direct destination.

The University covers the cost of either the direct destination flight or the stopover flight—whichever is lower.

Any additional costs related to a personal extension of a business trip must be reimbursed to the University at the time the University pays for the expense or when the ticket is issued.

Care should be taken to document any departures from the direct destination routes, including the standard round-trip airfare without the extension. Written documentation is required.

The travel agent booking your arrangements will provide this information upon request.

Accommodations

Book accommodations directly with the hotel if the travel is related to a conference. (Hotels often give rate reductions for conference-related stays.)

Use one of the two University travel agencies to book accommodations for travel other than for conferences.

Use a University purchasing card to pay for charges where possible

Collect  itemized  receipts for lodging if using a purchasing card or personal funds.

Document (at the time of expenditure) the amount, date and duration, place, and  business purpose .

Travelers who are renting cars for a portion of their business trip should contact the PD to receive copies of the University’s insurance card. University liability insurance covers travelers on business trips while they are driving rental cars. Therefore,  do not accept the rental agency’s additional insurance coverage .  The  University standard  for rental cars is  the compact class .

Car Rental Guidelines

Book rental car reservations directly with the rental agency (or University travel agency) at the same time as other travel arrangements.

Check with the payments department for any special corporate rates.

If booking directly with the rental agency, ask if there are any specials in the destination town.

Rental car charges are paid via a University purchasing card when the car is returned.

Collect itemized receipts and document the business purpose of the expense.

Choose from the compact class, which is the University standard for rental cars.

Decline the rental agency’s insurance coverage  because the University’s own liability insurance covers travelers on business trips while they are driving rental cars. 

Check the rental car for damage when you pick up the car prior to leaving the lot. This prevents the University from being charged for preexisting damage.

Refuel cars prior to returning them to the agency. Many agencies assess excessive refueling charges to cars that are returned less than full.

Meals and Incidentals

Choose one option:

Actual expenditures

SPU per diem rate: $30.00 per day

IRS per diem rate by locality

Actual Expenditures

Obtain and keep original, itemized receipts. If a transaction is under $50 and a receipt is difficult to obtain, it is allowable to document the expense and note the lack of receipt.

Document (at the time of expenditure) amount, date, place, business purpose, person(s) entertained, relationship of person(s) entertained, and presence of yourself.

Report spending via a  request for reimbursement  (use of personal funds) or  reclassification envelope  (purchasing card).

Verify spending levels per person (both local and traveling) were not exceeded, or provide explanation and VP approval.

The University does not reimburse for alcohol.

University guidelines for meals are listed below. (Requests in excess of these guideline amounts must include a justification for the excess and VP approval.) The University does have an alcohol use policy and does not reimburse for alcohol use.

Per Diem Alternative

Under a per diem allowance method, an employee receives a per diem allowance in lieu of reimbursement for actual expenses for meals and incidentals incurred for travel away from home. Incidentals are defined as items, other than meals and lodging, like snacks, taxis and tips. The advantage in using the per diem method is that it eliminates much of the recordkeeping that is usually associated with away-from-home travel expense. The per diem amount must be substantiated by recording the names of people included in the per diem calculation for each calendar day, the locality of travel and the business purpose of travel. The University per diem rate is  $30  per day, or an employee can use the  IRS per diem rate by locality  (select the state and city in which you will be attending the conference).  IRS international rates  are also available. Individual areas that have traveling student groups can set their own per diem rate as long as it is no more than  $30  per day.

For the per diem option . . .

Submit any related conference agendas.

Document (at the time of expenditure) date, place, business purpose, person(s) entertained, relationship of person(s) entertained, and presence of yourself.

Report per diem amount per day.

The University does  not  reimburse for meals or incidentals occurred on one-day (no overnight) trips.  The IRS does not view reimbursements for meals on one-day trips as an allowable expense. In order for any meal expense to be allowable as a deductible/reimbursable travel expense, it must occur as a result of a trip lasting substantially longer than an ordinary day’s work. In other words, meals that an individual may purchase while traveling between locations without an overnight stay or while at a local seminar are not reimbursable. The tax code treats any reimbursements received for this type of meal as taxable income to the individual. This does not refer to or include reimbursements or expenditures for meals with a specific, substantiated business purpose. A substantiated business purpose in this circumstance includes lunches where business is the main topic or purpose of the meeting. In light of this IRS position, the University will not reimburse or pay for any meals as a result of a one-day trip unless there is a clear, substantiated business purpose.

The University reimburses employees for local business transportation expenses using the standard mileage allowance. The standard mileage rate generally changes on January 1 of each year. Business miles driven between January 1, 2024, and December 31, 2024, will be reimbursed at 67.0 cents per mile. Business miles driven between July 1, 2022, and December 31, 2022, will be reimbursed at 62.5 cents per mile.   Adequate accounting for business miles requires the employee to substantiate the time, place (or use) and business purpose of the travel. Local transportation includes travel from one job to another, from one customer to another, and from the individual’s office in order to perform business tasks.  Commuting expenses between an employee’s residence and a business location are not reimbursable.  The mileage allowance rate is determined by the IRS and is meant to cover gas, use of the vehicle, wear and tear on the vehicle, insurance, and maintenance. As a result, these items are not reimbursable.

Mileage Documentation

Record starting and ending destination and total miles traveled.

Document (at the time of expenditure) the date and the business purpose of travel.

Mileage for Temporary Work Locations

Some faculty positions at SPU require persons to do all or most of their work off of the main campus. SPU remains their primary place of business, but they spend a majority of their time at a temporary worksite. The mileage from your home to those worksites is fully reimbursable. If during the day your trip brings you to SPU, you will need to use example (A) below to calculate your mileage.

Example A:   What if I travel from home to a remote job site and then to SPU? The IRS wants to make sure that commute miles are not included, so they have set up a formula for this situation. Calculate the mileage from home to site to SPU. Then calculate the mileage from SPU to site to SPU. The lower mileage calculation is the amount to be claimed as reimbursable.

Example B:   What if I travel from home to a remote job site then back home? If your home is your primary place of business then you can report mileage from home to site to home. If not, you must follow the same steps as in the above example. Calculate the mileage from home to site to home and compare the mileage from SPU to site to SPU. Whichever is smaller is the amount that’s reimbursable.

Definition of Terms

Please see our  Policy Glossary (Archive)  for definitions of terms used in this policy.

Related Policies and Procedures

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What metrics say about NCAA super regionals: Here are Omaha favorites and dark horses

NCAA baseball super regionals begin Friday, with eight three-game series determining who will advance to the College World Series in Omaha.

The Tennessean developed a method to evaluate the teams in super regionals via a variety of computer rankings. Those rankings were RPI and Elo from Warren Nolan, Massey rankings, KPI from Faktor Sports and Diamond Sports Ranking (DSR) from D1Baseball. Only RPI and KPI are used in NCAA tournament selection, but the other rankings when taken together can help evaluate the quality of a team.

To create the metric, each team's ranking among all Division I programs in the five metrics was averaged to give teams a score that was then used to rank each team. The Tennessean performed the exercise the day matchups were announced May 27 and a second time on June 5 after regionals had concluded.

Eight of the top 10 teams in the initial rankings advanced to super regionals, with only Arkansas and Oklahoma State getting upset.

Here is an evaluation of the super regional matchups with the metric as a guide:

Yes, Tennessee-Evansville is a mismatch

Tennessee was the No. 1 team in every metric evaluated. Matched against the Vols will be No. 4 seed Evansville , the ultimate underdog.

Simply saying the Aces were a No. 4 seed undersells them a bit. The pre-regionals rankings had Evansville as the best 4-seed in the tournament, ranked ahead of 3-seeds St. John's, Nicholls and VCU. However, the Purple Aces still do rate as the weakest team in super regionals.

Tennessee has dropped a few home games to teams ranked much lower, including one game of a series to Ole Miss and a midweek game against Lipscomb. For the Purple Aces to take one game may not be out of the question, but winning two of three would be much more difficult.

Teams in Tennessee's position have faced on-paper mismatches before. Not all of them were as easy as they seemed. Perhaps the best example is No. 1 UCLA losing a home super to Michigan, a low-end 3-seed that was one of the last teams in the tournament in 2019. The Wolverines ended up going all the way to the national championship series.

And while none of them were against the top seed, No. 4 seeds have won a handful of super regionals before. Oral Roberts did against No. 11 Oklahoma State a year ago, Stony Brook defeated No. 7 LSU in 2012 and Fresno State defeated No. 3 Arizona State in 2008. The Bulldogs won the national championship that year, defeating No. 2 North Carolina and No. 8 Georgia twice apiece.

FULL BRACKET NCAA Baseball Tournament super regional bracket: Full TV schedule, scores, results for Road to College World Series

There are eight clear favorites

Eight of the super regional teams each had a score that was five points or more better than any other team still in the field. Those teams are the eight super regional hosts.

Tennessee, North Carolina, Texas A&M, Kentucky, Georgia, Florida State, Virginia and Clemson should all be considered the favorites. Of course, it's highly likely that that doesn't end up being the field in Omaha. The last time that every team in Omaha had hosted a regional was 2013; at least two teams that didn't host have gone to Omaha every season since. But that group is a cut above the rest.

The most competitive super regional is...

Every super regional matchup had a gap of at least 10 points between the score of the higher-ranked team and the lower-ranked team — except one.

The Athens super regional with No. 7 Georgia (score of 6) and No. 10 NC State (score of 12.25) grades out as the most competitive on paper, with just a 6.25 gap between the two teams. It is one of just two supers that features two teams that hosted their respective regionals.

One Omaha dark horse

Many believe that Florida, which had a 28-27 record on selection day and a 13-17 SEC mark, should not have made the tournament. But once the Gators got a bid, they were always dangerous. On selection day, they rated out as the top 3-seed in the tournament, with metrics more akin to a mid-range 2-seed.

Florida became the only team to advance out of the losers bracket to win its regional and faces a matchup with Clemson. That super regional features a gap of 11.5 between the scores of the two teams, tied for the second-most competitive matchup with Oregon State/Kentucky. The Gators, led by two-way sensation Jac Caglianone, have the star power to compete. Though Clemson is far more well-rounded, the Tigers don't have a player who can take over games the way Caglianone can.

Aria Gerson covers Vanderbilt athletics for The Tennessean. Contact her at  [email protected]  or on Twitter  @aria_gerson .