Operational Excellence: Centralized Accounting Helps University Place Operate More Efficiently
April 23, 2026
The University Place Hotel and Conference Center, owned and operated by Portland State University, is the location of a pilot program for centralized accounting. Born out of the Operational Excellence initiative, the move to centralize accounts payable (invoice processing and payment) has helped the hotel initiate changes that would lead to cost savings and operational efficiency, much needed to reduce the financial strain the hotel has been experiencing since 2020. The transition required some adjustments to workflows and staff responsibilities, but early results have been positive.
“Portland is not recovering like the rest of the country, so we knew we could not go on the way we used to,” said Gergana Petcova, Budget and Treasury Analyst for PSU. “Centralizing our accounting gave us the opportunity to revisit staffing.”
Previously, accounts payable was handled entirely within the hotel, requiring multiple approvals and several hours of staff time each week. Now, after the General Manager's approval, the invoices are sent to a central accounting unit within Finance and Administration for processing and payment.
“By shifting the responsibility, much of that burden is removed from the hotel team,” said Petcova, who estimates the work now takes only 10-15 minutes a week to complete, compared to the 1-2 hours it used to take each week.
With fewer hours spent on accounting tasks, staff have been able to shift time to other operational needs. The hotel Accounting Tech, for example, now spends two days a week on hotel-based accounting work and three days a week at the front desk.
“It is much easier to manage breaks and vacations by having another person on the front desk,” said Martin Dishman, University Place General Manager. “People don’t need to work overtime.”
Dishman noted that the employee is very knowledgeable about front desk operations and accounting.
As roles shifted, Petcova and Dishman adjusted how work was distributed across staff. Other employees have taken on new responsibilities — or expanded existing ones — including sales, housekeeping, coordinating events, and human resources. The complete transition took about two months.
“We want to be sustainable and that sometimes requires tough decisions,” said Dishman. “It requires a team coming together and accepting their new role.”
“Seeing that we are moving forward with a centralized system that is working is very refreshing and encouraging,” said Petcova.
As the hotel looks ahead to a planned closure during construction of the Performing Arts and Culture Center, Petcova and Dishman are hoping to help employees — who now have gained skills in areas including event planning, sales, and human resources — land positions elsewhere in the university until a new hotel is up and running.
This pilot offers one example of how centralizing specific administrative tasks can help units operate more efficiently while adapting to changing conditions.