Finance System Implementation
Agreement of an achievable but ambitious go-live date within six weeks of contract award
In-depth implementation analysis that successfully identified areas of both opportunity and risk
Rapid, effective business engagement, stakeholder management and delivery
Maximum cost savings through the deployment of a flexible resourcing model
Challenge
Merton Council were in the process of implementing a new case management system and in order to enable efficiency, the Council chose to implement the Mosaic Finance System and create an interface to the legacy systems, Cedar e5 and CM2000. Merton initially opted to manage the implementation in-house, leveraging a combination of both internal technical resources and externally sourced specialist contractors. However, due to the complex nature of the implementation, the Council were initially unsuccessful and it became business critical for the implementation to be a success. As a result, the leadership team took the decision to go to market with the aim of engaging the services of a specialist consultancy to drive the Finance System implementation process forward.
“The team’s extensive knowledge of finance systems, and skill in the Abacus system, enabled London Borough of Merton to move to a go live position fast. They were flexible, and worked with the needs of the business to deliver an end to end system solution.”
Solution
Through initial meetings with Merton, Albany Beck, in partnership with BetterGov, were able to demonstrate our specialist knowledge and evidence our experience with Finance System implementations. As a result, we were invited to tender for this piece of work and following a competitive tender process, we were engaged to support the Council. Within two weeks of our start date, we had mobilised an initial seven-person strong implementation team, specialising in Programme Management, Business Analysis, Change Management and Technical Development. Merton advised that it was critical for their systems to be fully transitioned within six months of the start date, making it essential for us to work efficiently to elicit business requirements and aspirations with minimum impact on the day-to-day business operations. The team quickly built rapport with staff and obtained essential business information to inform the system and process build. The team successfully achieved it’s go-live date as agreed and achieved some notable successes including; transition to Scheduled Provider Payments, enabling invoice processing time saving and prompt payment, a “single source-of-truth” for client expenditure enabling more effective commitment/expenditure monitoring and management decision-making.
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