Taming the Paperwork: A Success Story

The Trusted Professional
The Newspaper of the NYSSCPA
May 1, 2005
Vol. 8, No.7
By Ronald D. Kranzler
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Training
We knew that without a strong training program, the entire investment in new hardware and software would be at risk. It was evident to us that the more the staff knew about the system’s functionality and capabilities, the more receptive they would be to the transition. In addition to training our professional staff, we trained key administrative staff, too. For each application, we designated key individuals, or “champions,” as we call them, for additional training. Our training plan improved teamwork, and led to a sharp decrease in our reliance on technical support.

Looking Back on a Well-Conceived Plan
In reflecting on our transition to an automated work environment, we are pleased with what we accomplished. Our firm has increased its efficiencies on all existing engagements, and taking on new engagements now requires a modicum of setup time. Because we are working with a consistent set of workpapers and financial statements, the engagement-to-engagement learning curve has been drastically reduced. This gives us more flexibility in our staffing process and a competitive edge over our peers. By eliminating manual tasks, we can focus more on value-added work for our clients.

The change to an automated paperless environment has provided us with obvious cost savings, flexibility of staffing, ability to back up all workpapers, tax returns and permanent files, and savings in space requirements. In addition, as a result of the transition, our employees and clients perceive us as a progressive firm with a unified focus. We are no longer four partners sharing overhead and staff.

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