HUS - Hospital district of Helsinki and Uusimaa, the largest hospital in Finland

Client Business Challenges

  • Much of the existing reporting was undertaken using MS Excel.
  • Although budgeting was done in a planning system, much of the information gathering used MS Excel and e-mail.
  • Financial and management accounting processes were time consuming and required manual intervention.
  • It was not possible to see the relationship between operations (outputs) and planned expenditure in budgets or forecasts.
  • The goal was to remodel the systems as well as the processes and to develop and support the new processes and software
  • In addition separate sub-projects are to be undertaken such as launching a new planning model and the change management needs through the organisation.

BearingPoint’s Contribution

  • BearingPoint clarified the needs through workshops with administration staff within health care areas and public utilities.
  • A consolidation tool was developed to bring together group level monthly and yearly figures.
  • Five planning modules were identified: Forecast, personnel costs, internal costs, projects and combined budget.
  • Appropriate applications were built within the system, as well as interfaces to source data. We managed the testing, documentation and training for administrative users.
  • BearingPoint will be responsible for providing support and proactive development for HFM, Oracle Planning and FDM.
  • BearingPoint will provide change management initiatives throughout the customer organisation.

Key success factors

Healthcare is one of the main focus areas of BearingPoint in Finland. BearingPoint has successfully worked in the Finnish healthcare sector since 1990.

Client Business Outcomes

  • Oracle Hyperion Financial Management (HFM), Planning and Financial Data Quality Management (FDM) systems and applications implemented.
  • BearingPoint assisted the client in deploying renewed monthly reporting, budgeting and forecasting processes.
  • As a result, the relationship between budgeted and forecasted outputs and expenditure is more visible and the consolidation process is more progressive.
  • For the first time the systems provide a group wide view to senior management.
  • Client has a partner that has built the system and therefore is able to support and develop it more efficiently.

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