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1 July 2012 Journal of Accountancy

What are the top considerations when creating andmaintaining a digital document management system?

Michael Alter, SurePayroll: In todayʼs business climate,CPAs are more mobile, with much of their business beingconducted in the cloud using laptops, tablets, and smart-phones. Despite this new environment, it is interestingthat three of the top considerations for maintaining a digi-tal management system fall under the same categoriesthat would have applied 20 years ago.

As a business professional looking to go paperless, youwant to account for accessibility, security, and disaster re-covery. By doing so, you can operate your business onthe go and whenever unexpected situations arise, suchas during severe weather conditions or an electrical orsystem failure.

• Accessibility. Issues you should address include yoursystemʼs ability to store and allow access to your in-formation and your ability to quickly access documents

Special Focus Report

Sponsored by: SurePayroll • CCH • Doc.It • CCH Small Firm Services

From sole practitioners and small business own-

ers to leaders at Big Four accounting firms and

global financial executives, CPAs are taking every

available measure to boost efficiency, build the bot-

tom line, safeguard information, and, increasingly,

become environmentally conscious. At the intersec-

tion of those pressures is the continuing move away

from paper and toward digital document management.

Organizations each have their own story to tell about the path to paperless. In this Special Focus Report, four

experts in digital solutions share their knowledge, insights, and best practice tips for creating and maintaining a

paperless system.

Contributing to the report are Teresa Mackintosh, software executive vice president and general manager at

CCH, a part of Wolters Kluwer; Kerri Gibson, director, ATX Product Management for CCH Small Firm Services,

a Wolters Kluwer Tax and Accounting company; Brock Philp, president and CEO of Doc.It; and Michael Alter,

CEO and president of SurePayroll, a Paychex company.

PHILP

The Paper

PredicamentWhat CPAs need to know most about making the move to digital document management

MACKINTOSH ALTERGIBSON

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ADVERTISING SUPPLEMENT 23 July 2013 Journal of Accountancy Advertising Supplement

remotely should an on-site outage occur.• Security. You want to be sure that the systems you

choose have the highest levels of digital security. AtSurePayroll, we employ multiple layers, firewalls, andanti-virus programs to keep client data secure. Also,our solutions range from an alarmed and monitoredon-site security system with redundant power to en-crypted databases and constant backups.

• Disaster recovery. In the wake of Hurricane Sandyand other devastating natural disasters that strike theUnited States each year, a reliable backup system isa top priority, even in a digital environment. You wantto have a plan in place, preferably written, that is au-dited regularly to ensure that the team knows exactlywhen and how to access information from your desig-nated backup systems.

Teresa Mackintosh, CCH: There are three top consider-ations when creating and maintaining a digital documentmanagement system.

• Ensure you have the correct processes in place.Moving to a digital document system is an opportu-nity to reevaluate the best practices that will help youdrive incremental improvements and big wins.

• Use the latest integrated solutions across your workflows to achieve the most substantial gains in produc-tivity and deliver the strongest capabilities for youand your clients or customers. The focus is not hav-ing only one step in the process performed best buthaving every step performed best within and acrossprocesses. There are solutions today, such as CCHAxcess™, that are built from the ground up and usethe latest technology to support processes across anorganizationʼs entire work flow.

• Have employees on board and fully engaged in thenew process. Obtain their input from the start, ensurethat they understand the new processes and technol-ogy, and keep them involved in the ongoing evolutionof your best practices and technology updates.

Brock Philp, Doc.It: All organization levels can benefitfrom a digital document management system. The follow-ing five considerations are key to success:

• Buy-in from leadership. • A clear understanding across the organization of the

reasons for the change to a digital document man-agement system.

• Accurate documentation of existing processes beforeimplementation.

• Ongoing update of processes to reflect new systemsand procedures.

• Training, which includes new equipment, systems,and procedures designed to support and empowerstaff based on their job descriptions.

Kerri Gibson, CCH Small Firm Services: First and fore-most, you need a system that meets the current needs ofyour practice and is able to grow with you over time.Scalability is critical across a number of dimensions. Yourpractice will grow in ways you may not even anticipatetoday, and your digital document management systemhas to be flexible enough to grow and adapt with you.That means being able to easily add more users, clientaccounts, and storage space. In addition, the system hasto be intuitive and easy for your employees, and, in some

circumstances, your clients to use.

How much money can an organization expect tomake or save by going paperless?

Teresa Mackintosh, CCH: Digital opens the door to anew way of working—anywhere, anytime—and organiza-tions that commit to serving clients and customers in thisenvironment clearly have a competitive advantage.

The direct cost savings from going paperless are signifi-cant, with a paperless strategy capable of generatingsavings of 20% to 40% in expenses, ranging from paperto real estate costs. Benefits begin to mount further whenthese savings are combined with new revenue growth re-sulting from improved efficiency, productivity, mobility,and new client- and customer-service opportunities.

For CCH customers, the gains are even greater. The newcloud-based CCH Axcess™ Document helps organiza-tions digitally organize and manage all types of docu-ments—from tax returns and business correspondence toemployee records and email. CCH offers a common data-base at the core of its tax and work flow solutions so filesare centralized in a single, searchable database. Thedatabase makes it fast and easy to find the informationyou need, when you need it, and saves time updatingdata in multiple locations.

Also important is that organizations of all sizes can bene-fit from paperless work flows. CCH customer ArmourVickerman PLLC is an example of a smaller firm that hasreduced office expenses by 20% and saved countlesshours by going paperless and streamlining work withCCH Axcess™ Document. While doing so, the firm en-hanced and further personalized its client services byusing CCH Axcess™ Portal to exchange files and collab-orate with clients. Among the results are newfound hoursthat are being spent with clients.

Michael Alter, SurePayroll: Depending on the business,the increase in efficiency, as well as paper and other costsavings found in operating a paperless business, couldbe substantial. We identified going paperless as one ofthe main considerations and benefits when we launchedSurePayroll in 2000. We use the internet to reduce theoverhead and costs required when processing payroll,and these savings are passed on directly to our cus-tomers. As a result, we are up to 50% less expensive thantraditional providers.

Here are a few other types of savings and benefits to consider:

• Direct deposit savings. Most SurePayroll customerspay their employees through direct deposit, whichavoids paper checks altogether. A study by the PayIt-Green Alliance, a nonprofit organization that repre-sents 11,000 financial institutions, determined thathaving one U.S. employee paid bimonthly using di-rect deposit would save 1 pound of paper, eliminatethe release of 4 gallons of wastewater and 1 poundof greenhouse gases, and save a business approxi-mately $176 each year. At first glance these savingsmay not seem substantial, but for a small businessowner, they amount to a significant savings over time.

• Operational savings. We estimate that a small business

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needed for implementation.

On the process side, most firms will budget time and re-sources to train their staff in using the digital documentmanagement system to meet existing work flow needs.For document exchange products such as PortalSafe, thegap lies in failing to consider how much you need to edu-cate your clients on a new way of sharing, storing, andaccessing documents so that they can interact with thesystem with a minimum of issues.

Teresa Mackintosh, CCH: The inclination to apply newtechnology to old processes may be the most commonmistake. Organizations need to take a fresh look at boththeir own processes and the latest available technology,then determine if they have the best of both. The righttechnology, applied to the right processes and workflows, will deliver results that support the organizationʼshighest level of productivity and directly enhance busi-ness relationships.

Brock Philp, Doc.It: Four common mistakes organiza-tions make when going paperless are:

1. Not having buy-in from organizational leadership.Projects become more challenging when they areforced up the management ladder. Avoid this chal-lenge by creating a vision that can be embraced bythe CEO and other leaders that they can promoteinternally and externally.

2. Not having a clear and documented reason for mov-ing to a digital system. The best approach is to haveyour new system evolve from a strong vision state-ment that supports the reasons your firm has under-taken the project.

3. Not including an authoritative, empowered, and mo-tivated employee from each practice area or depart-ment on the project team. Document managementsystems impact every area of an organization andcan ultimately change its culture. As culture shifts,employees tend to embrace it, grow, and becomemore effective, or they become less flexible, moreself-interested, and eventually separate themselvesfrom the organization as it moves forward. If a groupdoes not have an informed team member to cham-pion the project at its earliest phase, members ofthe group will be less likely to use and benefit fromthe new system.

4. Not having realistic expectations of the new systemby believing that the software package will automati-cally “do it for them.” If we could feed documentsinto a machine and produce client-ready tax returnsand financial statements without the human elementand required expertise, there would be far less needfor CPAs. Document management software is a toolthat needs to be explored, understood, tested, inte-grated, documented, trained, and maintained.

Safely storing documents rises to a higher prioritylevel in a paperless environment because of the po-tential for a device failure. What are the most effec-tive solutions and strategies for backing updocuments?

Kerri Gibson, CCH Small Firm Services: Paperless en-vironments provide so many more solution options forsafe storage than a paper-based system. Physical docu-

ments can only be stored in one location, which creates avery specific set of risks. Paperless documents are elec-tronic files. They can be backed up regularly, stored inmultiple secure locations simultaneously, and accessedthrough systems that rely on a series of servers to guar-antee 24/7 availability. Encryption for both transmissionand online storage, whether on a local machine or in thecloud, has become a best practice. All of these factorsare advantages over a paper-based storage system andmake tax professionals confident when moving to anelectronic storage system.

Brock Philp, Doc.It: Device failure and unforeseen inci-dents regarding property, plant, and equipment make ef-fective backup strategies crucial. An effective solution isone that meets the requirements set forth in a firmʼs busi-ness continuity plan. The plan should spell out how longdata restoration should take for different types of failures.

It should also detail intermediate stopgap procedures em-ployees can take while waiting for restoration to occur.Depending on risk and cost analysis, these solutions fallsomewhere between on-site nightly tape backups (whichare moved and stored off-site) to bit-level cloud or re-mote-site online backups.

Over the past year, many regions across the countryhave been seriously impacted by natural disastersand other severe weather conditions. How can digitalinformation best be protected during times of climatevolatility?

Teresa Mackintosh, CCH: Unfortunately, recent naturaldisasters and other weather-related incidents have signif-icantly affected CPA professionals, their businesses, andtheir clients and customers. However, technology canhelp minimize those risks with electronic files that areeasier to back up and store off-site for access in case ofdisaster. Also, when working in the cloud, organizationscan continue to fully work, access client and customer in-formation, and serve clients and customers from any-where—even under the most difficult circumstances.

How can an organizationʼs digital system be success-fully integrated with its other technology platforms?

Brock Philp, Doc.It: System integration is a broad issue.Over the years this has come to be understood by manyas a desire for a “magic bullet” of software and databaseintegration in which data flows automatically either withina single-vendor system or between software packages inbest-of-breed systems. This is an accurate way to ad-dress the question. However, it is not the only or most im-portant way.

Single-vendor systems are rarely employed because,while one tool in a suite may be outstanding, other toolsoffered by the same vendor may not be, especially whencompared to the benefits gained by using offerings fromseparate vendors. Any time you have disparate systems,integration will, at some point, require human involve-ment. Integration at this point is a procedure. If the proce-dure is documented, trained, and updated, the varioustechnology platforms at a firm can work seamlessly to-gether, and costs can be reduced by pushing the integra-tive steps down to capable staff with the lowest effectivebillable rate.

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