By Maria A. Marini, PICPA controller

To increase efficiencies at the PICPA, our financial team was looking for a way to replace some of our manual accounting processes with automated solutions. We identified our accounts payable (AP) system as an area where an automated solution would be beneficial. Our AP process was heavily paper-driven and cumbersome. We received paper invoices through the mail, which our AP clerk would log, stamp for approval, and pass on to a manager or vice president for hand-written approval. The paper invoices would be sent back to the AP clerk, who would key the information into our AP software for payment. The AP clerk would then print and prepare the checks for mailing. To have the bills available for review by employees, our AP clerk would scan the bills onto our network.

When we decided to adjust this process, our goal was to eliminate the manual tasks associated with bill payment (as well as the abundance of paper) and to create efficiencies. We did not want to create more work for our employees.

After reviewing various options, we selected a provider that allows us to scan in our paper invoices, or upload any bills received electronically, to create electronic payment requests. Our AP clerk now “assigns” these payment requests and includes all general ledger coding in the request – as well as the original bill image – which allows for easy review by PICPA staff. Payments are automatically generated through our software provider via ACH deposit or check, and then uploaded into our accounting software. The import creates an AP batch automatically, which eliminates the manual keying of the accounting information.

Anytime you implement new technology, it can be a challenge. Here are a few challenges that we faced along with some important lessons learned:

• There were different expectations between the PICPA and our vendor with regard to the implementation process. We expected a more client-focused implementation; the vendor provided a more general approach. We needed to adjust our expectations and be flexible and open to what our vendor provided us in terms of support.
• We needed to get our employees to buy into the new technology. By switching to an electronic platform, PICPA staff needed to take more responsibility for the invoice process related to their departments. While we encountered some resistance, our employees were able to see the benefits of generating their own payment requests and being able to gain better visibility into the expenses associated with their departments.
• Paper can be a difficult habit to break. It was hard for all of us in the accounting department to go paperless. At times, the paper process seemed easier than the implementation of a new system. Slowly, we began to see the benefits of a seamless, paper-free system.
• One of the most important things to factor into any type of automation is allocating the appropriate time for team buy-in and training. We slowly rolled out the training by team, offered one-on-one coaching, and developed strong background material.
• During the transition process, it’s key to be a good listener. Check in frequently with the users to see what their pain points are, and then adjust procedures as necessary.
• Be patient and flexible. Everything will not play out as anticipated. We continue to adjust and adapt as new issues arise.

Ultimately, the goal of automation was to increase efficiencies. Now that we are through the implementation process, I can see how it has freed up time for many of us on the accounting team to take on other responsibilities and improve member service. Automation is not always an easy process to implement, but an investment in both software and staff training can provide a valuable return.