RFP 238 Consulting Services for an Enterprise Resource Planning

Total Page:16

File Type:pdf, Size:1020Kb

RFP 238 Consulting Services for an Enterprise Resource Planning August 27, 2020 REQUEST FOR PROPOSALS (RFP) NO. 238 Consulting Services for an Enterprise Resource Planning (ERP) System Assessment, Selection, and Implementation The Chicago Metropolitan Agency for Planning (CMAP) is requesting proposals from interested consultants to conduct a needs assessment, and assist in the selection and implementation of an Enterprise Resource Planning System (ERP), as described in the enclosed Request for Proposals (RFP). CMAP will not be conducting a pre-bid information webinar, but invites potential respondents to submit questions by 3:00 p.m. on September 25, 2020 to [email protected]. Responses to submitted questions will be posted to the CMAP website RFP page by 3:00 p.m. on September 30, 2020. If your team is qualified and experienced in performing the described services, CMAP would appreciate receiving your submission as indicated in this RFP. The deadline for responding to the RFP is 3:00 p.m. on October 9, 2020. Responses should be submitted via e-mail to [email protected]. Responses submitted by individual software vendors will not be accepted. The selected consultant will be required to sign a Conflict of Interest Statement prior to the execution of any contract. Thank you, and if you have any questions, please email me at [email protected]. Sincerely, Penny DuBernat Procurement Officer [email protected] Enclosure REQUEST FOR PROPOSALS (RFP) NO. 238 Consulting Services for an Enterprise Resource Planning (ERP) System Assessment, Selection, and Implementation. The Chicago Metropolitan Agency for Planning (CMAP) invites consultants to submit proposals for RFP 238, Consulting Services for an Enterprise Resource Planning (ERP) System Assessment, Selection, and Implementation, as described in this scope of work. Please read each section carefully for information regarding the proposal and submittal instructions. SECTION 1: Background and General Information About CMAP The Chicago Metropolitan Agency for Planning (CMAP) is the region’s official comprehensive planning organization. The agency and its partners have developed and are implementing ON TO 2050, a comprehensive regional plan that builds upon its predecessor GO TO 2040, to help the seven counties and 284 communities of northeastern Illinois implement strategies that address community, prosperity, the environment, governance and mobility. See www.cmap.illinois.gov for more information. General Information As a result of responses to this RFP, CMAP plans to review submissions and conduct interviews with selected consultants it determines can best meet the requirements outlined below. Negotiations will be held on both the scope and the cost to select the consultant that CMAP believes can best satisfy its requirements at rates it perceives are reasonable for the services provided. Subject to “Reservation of Rights” below, it is anticipated that a contract will be awarded for the work described. The contract awarded will be for two years from final contract signing, with two one-year options for renewal. SECTION 2: Scope of Project and Procurement Details Project Background The Chicago Metropolitan Agency for Planning (CMAP) is seeking a qualified consultant to conduct a needs assessment for an Enterprise Resource Planning (ERP) system for the Agency. The selected consultant will evaluate current workflow processes and systems, both manual and automated, and recommend improvements. Based on the results of this work, the selected consultant will be required to assist in the development of business requirements and the identification of an appropriate ERP system. In addition, the selected consultant will be required to provide assistance in the implementation of the system and project management services for the entire project. CMAP is seeking consultant firms who have experience with multiple Tier 1 and Tier 2 ERP systems. CMAP is not seeking a consultant that has experience with only one ERP system. CMAP is a government entity located in the central business district of Chicago. CMAP is the designated Metropolitan Planning Organization (MPO) for northeastern Illinois. CMAP currently has approximately 120 employees and an annual budget of $23 million dollars. CMAP is 98% grant funded. As the MPO, CMAP’s primary funding is provided by the Federal Transit Administration (FTA) and the Federal Highway Administration (FHWA) as pass through planning funds via the Illinois Department of Transportation (IDOT). To access the federal funding, CMAP is required to provide a 20% local match. IDOT provides the required 20% local match to CMAP. CMAP also receives funding from other governmental agencies, such as the Illinois Environmental Protection Agency (IEPA) and the Illinois Department of Natural Resources (IDNR). In addition, CMAP receives funding from philanthropic organizations such as the 2 Consulting Services for an Enterprise Resource Assessment, Selection, and Implementation RFP 238 MacArthur Foundation and funding through CMAP’s local dues and contribution programs from the counties, municipalities and transit partners that comprise the northeastern Illinois region. CMAP accounting and financial model operate under a fund accounting system. The source of CMAP’s funding requires accounting, financial, procurement and reporting requirements adhere to State and Federal guidelines, Government Accountability Transparency Act (GATA), Uniform Guidance 2 CFR 200 and Governmental Accounting Standards Board (GASB), in addition to Generally Accepted Accounting Principles (GAAP). The appropriate system recommendation may be an upgrade and reconfiguration of CMAP’s current fund accounting system or it may be the selection of an entirely new system. CMAP has no preference with regard to the ultimate solution; however, it does prefer a hosted solution, SaaS (Software-as-a- Service). CMAP is also exploring the possibility of outsourcing its payroll process to a third-party vendor. Any system recommendation should factor integration with third-party payroll vendors as a component of the system architecture. In addition, the consultants should be prepared to recommend a project management solution that is part of the built design of the system or an integrated third-party application. These three preferences can be included in the recommended ERP solution or can be third- party applications that can integrate with the recommended solution. Scope of Services While it is CMAP’s goal to select a single vendor to conduct both phases described below, Phase II is to be considered optional. The need for Phase II will be confirmed or modified pending the outcome of Phase I. Phase I Needs Assessment This phase of the project will conduct a comprehensive review of CMAP’s existing processes, both manual and automated, policies and procedures. Based on the results of the needs assessment, CMAP will prioritize components it would like to develop business requirements for inclusion in a new ERP system. Focus areas include the below, however, CMAP is open to recommendations on others processes it should explore under this assessment. General Accounting (General Ledger) – The process of providing basic budgetary controls by recording transactions, tracking accounts, and maintaining journals. Also includes the development and allocation of indirect costs. Budget Preparation and Management – The process of preparing the operating budget by analyzing historical budget data, developing “what if” scenarios, developing “relative budget” (i.e. increase in salaries have Y impact on benefits) and developing forecasts. This also includes the process of budget development, implementation, maintenance and tracking. Human Resources (Human Resource Information System - HRIS) – The process of managing personnel activity from application to retirement. This includes maintaining basic demographic and address, data, budget and departmental assignment data, salary and benefit data, position management and position control, track training, and performance evaluation notification. As mentioned above, CMAP is seeking to outsource payroll administration to a third-party provider. Accounts Payable – The process of recording liabilities and payments including aging status. It is desirable to have the ability for on-line bill payments and electronic notifications to vendors of payments and payment status. 3 Consulting Services for an Enterprise Resource Assessment, Selection, and Implementation RFP 238 Accounts Receivable – The process of preparing bills, generating invoices, recording receivables and payments received including aging status. Time and Labor Reporting/Payroll – The process of recording employee time to reimburse employee expenditures. This would also include the process of tracking time and effort reporting as a component of resource management. As mentioned above CMAP is seeking to outsource payroll to a third-party provider. Procurement – The process of requisition creation and submission, contract maintenance, purchase order requisition creation and dispatch, and budgetary encumbrance (commitments) enforcement. Revenue Management – The process of recording and tracking multiple funding sources that have different matching specifications and reporting requirements. Preparing invoices for granting agencies, some of which may have differing requirements regarding allowable costs. Workflow – The process of electronically routing tasks for approval based upon an established hierarchy. Capital Asset – The process of managing physical
Recommended publications
  • Medical Office Management Aas.Mdom 2013 – 2014
    MEDICAL OFFICE MANAGEMENT AAS.MDOM 2013 – 2014 Associate of Applied Science TEXAS SOUTHMOST COLLEGE Health Care, Career and Technical Education Division A degree in Medical Office Management will prepare the student to handle the functions of receptionist/appointment scheduler, billing specialist, business office coordinator, reimbursement specialist, and/or medical coder. It will also prepare them for positions such as a Medical Office Manager, Billing Supervisor, Office Coordinator, Reception Manager, Hospital Billing Specialist or Medical Records Manager. FIRST YEAR – FALL SEMESTER CREDIT HOURS BCIS 1305 Business Computer Applications…………………………………………………………………………………………………………………… 3 HITT 1305 Medical Terminology I…………………………………………………………………………………………………………………………………. 3 POFM 1317 Medical Administrative Support…………………………………………………………………………………………………………………. 3 MDCA 1309 Anatomy and Physiology for Medical Assistants………………………………………………………………………………………….. 3 SPCH 1315 Public Speaking……………………………………………………………………………………………………………………………………………. 3 SPCH 1318 OR Interpersonal Communication FIRST YEAR – SPRING SEMESTER HRPO 1311 Human Relations………………………………………………………………………………………………………………………………………… 3 POFI 2301 Word Processing……………………………………………………………………………………………………………………………..………….. 3 MDCA 1343 Medical Insurance……………………………………………………………………………………………………………………………………….. 3 POFM 1300 Basic Medical Coding..…………………………………………………………………………………………………………………………………. 3 POFI 1349 Spreadsheets……………………………………………………………………………………………………………………………………………….. 3 HRPO 2301 Human Resources Management………………………………………………………………………………………………………………….
    [Show full text]
  • Chapter1: Basic Concepts and Trends in Office Management
    Office Management Build Bright University CHAPTER1: BASIC CONCEPTS AND TRENDS IN OFFICE MANAGEMENT 1. Definition of Office management: is a branch of management which is concerned with the services of obtaining, recording and analyzing information, of planning, and communicating, by means of which the management of a business safeguards its assets, promotes its affairs, and achieves its objectives. By that definition office basically performs five types of activities, 1) Receiving information 2) Recording information 3) Preparing and arranging information 4) Communicating information 5) Safeguarding assets Taught by Soeung Channeang for internal use only 1 Office Management Build Bright University 2. New Trends of Office Management Traditional: Office management functions were limited to basic clerical services and to office personnel Now office management has changed significantly due to corporate downsizing, the economy, and technology. (Please identify the functions of traditional and modern office personnel?) Organizational Traditional Nontraditional charts reflect Supervisory the change Top Management Management from hierarchical (traditional) to Middle Management Middle Management horizontal (nontraditional) management. Supervisory Top Management Management Management from Management from Bottom Up Top Down Taught by Soeung Channeang for internal use only 2 Office Management Build Bright University 3. Administrative Office Management Function The main responsibility is to manage the organizational information by enabling them to enhance their productivity. In the future, this function and services will become even more systems oriented and will use even greater amounts of technology. Objectives of AOM 1. Maximize individual and unit productivity 2. To provide effective management of the organization’s information. 3. To maintain reasonable quantity and quality standards.
    [Show full text]
  • Office Management and Technology College of Rural Alaska 4
    Office Management and Technology College of Rural Alaska 4. Complete one of the following concentrations: Business Technologies Division Bookkeeping Bristol Bay Campus (907) 842-5109 a. Complete 20 credits from the following: Chukchi Campus (907) 442-3400 ABUS 101—Principles of Financial Accounting I...........................3 Interior-Aleutians Campus (907) 474-5439 or ABUS 201—Principles of Financial Accounting II................3 Kuskokwim Campus (907) 543-4500 ABUS 141—Payroll Accounting......................................................3 Northwest Campus (907) 443-2201 ABUS 175—Customer Service ........................................................3 Tanana Valley Campus (907) 455-2800 ABUS 220—Microcomputer Accounting: QuickBooks (3) or ABUS/CIOS 221—Microcomputer Accounting (3)...............3 Certificate; A.A.S. Degree CIOS 135—Microcomputer Spreadsheets.......................................3 Minimum Requirements for Certificate: 30 credits; CIOS 164—Alphabetic Filing..........................................................1 for Degree: 61 credits CIOS 165—Office Procedures.........................................................3 CIOS 240—Microcomputer Databases ...........................................3 The program in office management and technology offers career CIOS 276—Independent Project (1-3) education courses in eight concentration areas leading to a certificate, or CIOS 282—Cooperative Work Experience (3)..................1-3 an associate of applied science degree or a departmental certificate Advisor-approved
    [Show full text]
  • Procurement Manager
    PROCUREMENT MANAGER JOB CODE 04350 Effective Date: 07/13 DISTINGUISHING FEATURES OF THE CLASS: The fundamental reason this classification exists is to manage a wide variety of procurement and administrative duties related to maintenance, repair, and operating (MRO) activities, capital equipment purchases, and contract administration. Responsibilities include supervising professional level staff involved in a variety of procurement activities including preparation of specifications and the bidding process for commodities and contracts, and preparation, renewal, and monitoring of citywide commodity and service requirements contracts. The incumbent exercises considerable independent judgment. General supervision is received from Deputy Director who is consulted on complex problems or on policy matters. Performance is evaluated based on results achieved. The Procurement Manager acts on behalf of the Deputy Director over all other purchasing sections in his absence. ESSENTIAL FUNCTIONS: Plans, directs, and manages the central procurement activities of the City under direction from the Deputy Director; including supervising Procurement Supervisors, Senior Buyers, Buyers, and Contract Specialists. Develops, reviews, and approves new or improved administrative, purchasing, and clerical procedures to maintain economy and efficiency of operation; Approves bid proposals and specifications, composes Requests for Council Action, and presents recommendations on purchases requiring management or Council approval; Evaluates overall revisions, price
    [Show full text]
  • Job Description – Office Assistant/Receptionist
    Job Title: Operations Manager & PT Executive Assistant to CEO Department: Administration Status: Exempt & Full-Time Reports to: Director of Finance Supervises: Administrative Staff Position Summary Operations Manager & PT Executive Assistant to CEO, is responsible for consistently managing the varied needs of the Foundation. He/she will assist the Foundation with the following: Providing office management, executive assistance to the CEO, liaison to the Board of Directors, coordinating reception coverage, and providing general administrative assistance to the Foundation. S/he also performs the duties listed below and any other tasks and projects as assigned by the CEO and Director of Finance. S/he will be able to identify areas and processes for improvement and make appropriate recommendations. Key Responsibilities: • Executive Assistant to CEO o Schedule meetings, organize travel, maintain database of contact information, and provide general administrative support. o Prepare CEO monthly expense reimbursement reports through Nexonia o Calendar, coordination of schedule with staff and board members, prepare correspondence, and maintain files • Corporate Secretary o Maintain corporate records (both hard and soft format) for Koret Foundation and AFKIEDF – i.e. Board Meetings, Finance & Investment Committee Meetings, Audit & Governance Committee Meetings, Audited Financial Statements, Form 990-PFs, etc. o Assist in review of Committee Meeting Minutes o Assist with correspondence to the Board of Directors o Assist Director of Finance in updating and maintaining document retention policy • Operations Manager Updated: June 2019 o Manage the administrative staff to meet the needs of the Foundation staff and coordinate office needs – i.e. quarterly board meetings, organization of office supplies, snacks, lunches for staff, etc.
    [Show full text]
  • Administrative Office Management Course Syllabus ‐ ‐ ‐ ‐
    AOM 239 OL – Administrative Office Management Course Syllabus ‐ ‐ ‐ ‐ Course Information Course Description: This course is designed to study the basic principles of office management including the areas of recruiting and orienting the office staff, supervising and promoting office personnel, problem solving and communication processes to include coverage of telephone techniques, ergonomics and office productivity. In addition to classroom activities, this course includes 14 hours of assisting in an office setting. Learning Outcomes: Upon successful completion of the course, the student will be able to: • Discuss the role of management in the workplace. • Discuss the levels and functions of management. • Identify and describe challenges that affect administrative managers. • Discuss the major areas of management: human resources, leadership and communications, administrative services, and workplace systems and technology. • Discuss emerging elements impacting administrative management practices. • Define a computer system and discuss the use of networks within the system. • Apply good techniques in the selection and orientation of an office staff. • Discuss the major causes of office personnel problems that affect the well‐being of workers and how these may be handled. • Discuss and demonstrate good supervision skills, as well as good motivation techniques. • Apply good work ethics and business etiquette. • Use problem‐solving skills to handle problems in the office. • Determine and understand group dynamics, the effects of teamwork, and conflict issues. Prerequisites: READ 0810 Course Topics: Management in the workplace; challenges that affect managers; workplace technology; staff orientation; motivation techniques; etiquette; problem‐solving techniques; teamwork; conflict resolution; group dynamics. • Students are expected to read and study text, as assigned before each class.
    [Show full text]
  • Post-Implementation Success Factors for Enterprise Resource Planning (Erp) Student Administration Systems in Higher Education In
    University of Central Florida STARS Electronic Theses and Dissertations, 2004-2019 2009 Post-implementation Success Factors For Enterprise Resource Planning (erp) Student Administration Systems In Higher Education In Linda Sullivan University of Central Florida Part of the Educational Leadership Commons Find similar works at: https://stars.library.ucf.edu/etd University of Central Florida Libraries http://library.ucf.edu This Doctoral Dissertation (Open Access) is brought to you for free and open access by STARS. It has been accepted for inclusion in Electronic Theses and Dissertations, 2004-2019 by an authorized administrator of STARS. For more information, please contact [email protected]. STARS Citation Sullivan, Linda, "Post-implementation Success Factors For Enterprise Resource Planning (erp) Student Administration Systems In Higher Education In" (2009). Electronic Theses and Dissertations, 2004-2019. 3884. https://stars.library.ucf.edu/etd/3884 POST-IMPLEMENTATION SUCCESS FACTORS FOR ENTERPRISE RESOURCE PLANNING (ERP) STUDENT ADMINISTRATION SYSTEMS IN HIGHER EDUCATION INSTITUTIONS by LINDA S. SULLIVAN B.P.A. Embry-Riddle Aeronautical University, 1986 M.B.A. Embry-Riddle Aeronautical University, 1988 A dissertation submitted in partial fulfillment of the requirements for the degree of Doctor of Education in the Department of Educational Research, Technology, and Leadership in the College of Education at the University of Central Florida Orlando, Florida Summer Term 2009 Major Professor: William C. Bozeman © 2009 Linda S. Sullivan ii ABSTRACT This research study investigated the post-implementation experiences of 6 higher education institutions following the initial implementation of a Student Administration ERP system and explored how these institutions used the post-implementation phase to maximize the benefits from the ERP system.
    [Show full text]
  • Office Manager Location: Yangon (Myanmar) Information Pack
    OFFICE MANAGER LOCATION: YANGON (MYANMAR) INFORMATION PACK Position Number: 4559 Classification: Austrade Overseas Performance Level 2 Salary: Range from US$11,220 to $13,200 p.a.(gross) Term: Ongoing Engagement Group: Asian Markets Division: International Operations Reports to: Senior Trade Commissioner, Yangon Location: Yangon, Myanmar Security Clearance: Entry Level ABOUT AUSTRADE The Australian Trade and Investment Commission (Austrade) contributes to Australia’s economic prosperity by helping Australian businesses, education institutions, tourism operators, governments and citizens as they: develop international markets and promote international education; win productive foreign direct investment; strengthen Australia’s tourism industry; and seek consular and passport services. To read more about Austrade, please click here and for more on the Executive Group please click here. THE ROLE This position, located at the Austrade office, Australian Embassy in Yangon, provides accounting and administrative support to the Senior Trade Commissioner and the Austrade team in Yangon. In this role, you will: Provide administrative assistance to the Senior Trade Commissioner including: Plan, organise and coordinate daily diary including travel arrangements, meetings and other events as directed by the Senior Trade Commissioner. Handle and maintain highly confidential and sensitive information in a professional manner. Provide assistance to the Senior Trade Commissioner on monthly payments and management of the budget. Perform administrative tasks assigned by the Senior Trade Commissioner. Prepare regular management reports. Page | 1 Provide administrative support to Austrade team in Yangon including: Assist in answering the general enquiries phone line for the Yangon office and receive visitors. Prepare and maintain procurement records and payments for the office. Liaise with Department of Foreign Affairs & Trade (DFAT) accounts team for any tax refunds or shared service payments.
    [Show full text]
  • Total Quality Management in Government| Can TQM Work in a Small VA Facility?
    University of Montana ScholarWorks at University of Montana Graduate Student Theses, Dissertations, & Professional Papers Graduate School 1991 Total quality management in government| Can TQM work in a small VA facility? Lee FitzGerald Logan The University of Montana Follow this and additional works at: https://scholarworks.umt.edu/etd Let us know how access to this document benefits ou.y Recommended Citation Logan, Lee FitzGerald, "Total quality management in government| Can TQM work in a small VA facility?" (1991). Graduate Student Theses, Dissertations, & Professional Papers. 3924. https://scholarworks.umt.edu/etd/3924 This Thesis is brought to you for free and open access by the Graduate School at ScholarWorks at University of Montana. It has been accepted for inclusion in Graduate Student Theses, Dissertations, & Professional Papers by an authorized administrator of ScholarWorks at University of Montana. For more information, please contact [email protected]. Maureen and Mike MANSFIELD LIBRARY Copying allowed as provided under provisions of the Fair Use Section of the U.S. COPYRIGHT LAW, 1976. Any copying for commercial purposes or financM gain may be undertaken only with the author's written consent. MontanaUniversity of TOTAL QUALITY MANAGEMENT IN GOVERNMENT: Can TQM Work in a Small VA Facility? By Lee FitzGerald Logan B. A., University of Arizona, 1972 Presented in partial fulfillment of the requirements for the degree of Master's of Public Administration University of Montana 1991 Approved by UMI Number: EP34430 All rights reserved INFORMATION TO ALL USERS The quality of this reproduction is dependent upon the quality of the copy submitted. In the unlikely event that the author did not send a complete manuscript and there are missing pages, these will be noted.
    [Show full text]
  • Audit of the Unfpa Country Office in Somalia Phase I – Operations Management Activities
    United Nations Population Fund Delivering a world where every pregnancy is wanted, every childbirth is safe and every young person’s potential is fulfilled. OFFICE OF AUDIT AND INVESTIGATION SERVICES AUDIT OF THE UNFPA COUNTRY OFFICE IN SOMALIA PHASE I – OPERATIONS MANAGEMENT ACTIVITIES FINAL REPORT No IA/2017-01 09 February 2017 AUDIT OF THE UNFPA COUNTRY OFFICE IN SOMALIA – PHASE I – OPERATIONS MANAGEMENT ACTIVITIES TABLE OF CONTENTS EXECUTIVE SUMMARY........................................................................................................................1 I. OBJECTIVES, SCOPE AND METHODOLOGY.................................................................................4 II. BACKGROUND..........................................................................................................................5 III. DETAILED FINDINGS .................................................................................................................6 C. – OPERATIONS MANAGEMENT............................................................................................................................. 6 C.1 – HUMAN RESOURCES......................................................................................................................................................6 C.2 – PROCUREMENT ..............................................................................................................................................................6 Enhance the effectiveness of local procurement of goods and services through redesign
    [Show full text]
  • The Use of Technology-Enabled Human Capital Management Tools in the Practices Of
    1 The Use of Technology-Enabled Human Capital Management Tools in the Practices of Hiring, Developing, Managing, and Retaining Talent: Experiences of Top Management of Large Multinational Corporations in Hong Kong A thesis presented by Yat Ngok Rocky Tung to The School of Education In partial fulfilment of the requirements for the degree of Doctor of Education in the field of Organizational Leadership College of Professional Studies Northeastern University Boston, Massachusetts April 2020 2 Abstract Effective and efficient human capital management has been a key attribute contributing to the success of companies. Given the significant technological improvements, company executives have been presented with more, and arguably better, options for enhancing their human capital management efficiency. For employers in Hong Kong, lingering tight labor market conditions as well as rising Chinese demand for Hong Kong’s talent have led to fiercer competition for employees. The primary purpose of this study was to explore the adoption experience of human resources (HR) technology in multibillion-dollar multinational companies (MNCs) with significant operations in Hong Kong. Using the diffusion of innovations theory, this case study answered the following central research question: How do top managers of large multinational corporations in Hong Kong use emerging human resource technologies to hire, manage, develop, and retain employees? This study found that constant and effective communications with both internal and external stakeholders, the presence of a technology-welcoming environment, and the ability to consolidate data inputs from different sources and systems are key elements of the successful incorporation of technologies in companies. Implications for practice and areas for future research are discussed.
    [Show full text]
  • Accounting and Office Management for Law Firms
    Journal of Accountancy Volume 50 Issue 3 Article 2 9-1930 Accounting and Office Management for Law Firms John L. Harvey Follow this and additional works at: https://egrove.olemiss.edu/jofa Part of the Accounting Commons Recommended Citation Harvey, John L. (1930) "Accounting and Office Management for Law Firms," Journal of Accountancy: Vol. 50 : Iss. 3 , Article 2. Available at: https://egrove.olemiss.edu/jofa/vol50/iss3/2 This Article is brought to you for free and open access by the Archival Digital Accounting Collection at eGrove. It has been accepted for inclusion in Journal of Accountancy by an authorized editor of eGrove. For more information, please contact [email protected]. Accounting and Office Management for Law Firms By John L. Harvey Introduction It is recognized that a description of an accounting system is usually of limited interest. This interest may extend to those who are concerned with the business to which the system may specifically apply and to accountants in general who, be­ cause of limited experience, may find something to add to their store of knowledge through a study of the descriptive matter presented. In planning this article it was the endeavor to enhance interest in a subject, which gave promise of being rather dry, by broaden­ ing its scope to include, not only a description of the accounting records and routine, but also certain aspects of management and control which seemed to have special appeal. It was decided to avoid the purely theoretical, which might indeed produce a better system on paper at least, and to treat of a practical case as ex­ emplified by a programme developed for a large law firm and introduced long enough ago to have had the benefit of those modifications the expediency of which was demonstrated by experience.
    [Show full text]