Customer since 2011
With the introduction of LIAS Enterprise, the municipality of Leeuwarden has taken a substantial step in the further automation and professionalization of the Planning and Control function.
With the introduction of LIAS Enterprise, the municipality of Leeuwarden has taken a substantial step in the further automation and professionalization of the P&C function. Leeuwarden had been using the old version of LIAS for a number of years.
However, LIAS was only used for the preparation of the books for the budget and the annual accounts. The numerical preparation of the budget was not done in LIAS, but was prepared in a large number of Excel files scattered throughout the organization. The Excel files were then read into CODA the financial system and transferred from CODA to LIAS. This was a working method that could be greatly improved.
With the introduction of LIAS Enterprise, Leeuwarden has said goodbye to Excel and the budget is prepared entirely in LIAS. From LIAS the data are read into CODA; a reversal of the old way of working!
By using the cost allocation module, Leeuwarden's rather complex cost allocation system has now become much more manageable and transparent. Because the budget is now drawn up in LIAS Enterprise instead of all sorts of Excel files, the departments were, as it were, obliged to harmonize and unify the various working methods. This has worked out very well. The number of hourly rates has been reduced significantly and because LIAS charges are calculated correctly, balances on cost centers are now a thing of the past.
By preparing the budget in LIAS, the quality of both the process and the content of the budget has increased significantly! Because of LIAS the monitoring and tracking of budget changes at both group and department level has improved enormously. This applies in particular to the multi-year changes which can now be perfectly recorded in LIAS. In Leeuwarden, the financial function is partly positioned centrally at corporate level and partly decentrally in the departments. With a tool like LIAS, communication within the municipal organization is greatly improved and the age-old discussion of whether the financial function should be centralized or not is much less relevant.
A key success factor was a compact project group with key officials from the main services. An ambitious schedule also contributed to the success. The support from LIAS was excellent. The LIAS consultants are seasoned and actively think along with the possibilities and also clearly indicate when things are not possible. It's also pleasant to see that errors in the software are quickly dealt with and adequately resolved. LIAS is also very interested in what the customer is missing in the package in order to improve the product.
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