Accounting Checklist/Online version
Accounting Firm Resource

Accounting Firm Digital Operations Checklist

Twenty-four questions for evaluating the systems and workflows supporting a modern accounting practice

Please note

This checklist is an operational planning resource. It is not tax, accounting, audit, legal, cybersecurity, privacy, or compliance advice.

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Keep entries general. Do not enter client names, account numbers, financial figures, personal data, financial information, or other sensitive content. Describe processes in general terms only.

For each statement, select Established, Partial, Not Established, or Not Applicable. Use the Notes field to record follow-up questions, ownership, or improvement priorities.

Section 1 of 8

Digital Business Foundation

Review the core accounts, productivity tools, file systems, access practices, and protections supporting everyday work.

1.1  Multifactor authentication protects email, tax and accounting platforms, payroll, banking, and administrative systems.
1.2  Shared files have defined storage locations, folder structures, and naming practices.
1.3  The firm controls administrative access to its domain, email, website, practice-management, and ledger platforms.
Section 2 of 8

Client Intake and Engagement

Review how prospective clients reach the firm, how they are screened, and how engagement terms are set.

2.1  Inquiries from the website, phone, and referrals enter one tracked intake process with an identifiable source.
2.2  New inquiries are screened against the services, client types, and capacity the firm wants to take on.
2.3  Engagement letters, scope, pricing, and payment terms follow a documented and repeatable process.
Section 3 of 8

Client Onboarding and Document Collection

Review how a new client is set up and how the information required to begin work is requested and tracked.

3.1  New clients follow a consistent setup path across engagement, payment, system access, and internal assignment.
3.2  Document requests are issued from a standard list for each engagement type.
3.3  Outstanding documents are tracked, and follow-up occurs without depending on individual memory.
Section 4 of 8

Recurring and Deadline-Driven Work

Review how repeating engagements are scheduled, owned, and monitored across the year.

4.1  Monthly, quarterly, annual, and event-driven work is scheduled from defined workflows rather than rebuilt each cycle.
4.2  Each recurring engagement has a named owner and a current status others can see.
4.3  Upcoming deadlines and at-risk work are visible to leadership before they become urgent.
Section 5 of 8

Client Communication and Re-Engagement

Review how the firm keeps clients informed between engagements and brings recurring clients into the next cycle.

5.1  Clients receive deadline and document reminders on a defined schedule rather than ad hoc.
5.2  Returning clients are re-engaged for the next cycle through a repeatable process covering outreach, updated engagement terms, and scheduling.
5.3  Changes in tax law, filing requirements, or firm process that affect clients are communicated through an approved and consistent channel.
Section 6 of 8

Review, Approval, and Handoffs

Review how work moves between preparers, reviewers, partners, and clients without losing status or ownership.

6.1  Work moving between preparers, reviewers, and partners has a clear status and next action at each stage.
6.2  Review comments and their resolution are captured in one place rather than across email threads.
6.3  Client approvals, signatures, and delivery are tracked through to completion.
Section 7 of 8

AI Use and Governance

Review whether AI use is connected to real operational needs and supported by appropriate data-handling and human-review requirements.

7.1  AI use is directed at defined administrative or knowledge-work tasks rather than adopted informally.
7.2  The firm has written guidance covering permitted uses, prohibited uses, client-data handling, human review, and accountability.
7.3  Client information is entered only into systems the firm has approved and vetted.
Section 8 of 8

Reporting, Security, and Continuous Improvement

Review whether leadership has the information, controls, and improvement process needed to manage the firm’s digital operations.

8.1  Leadership can see workload, capacity, and engagement status without assembling it manually each time.
8.2  Backups, account recovery, and continuity arrangements are documented and tested.
8.3  The firm reviews its systems and workflows on a defined schedule rather than only when something breaks.
Final review

Identify Your 90-Day Priorities

The objective is not to replace every system or automate every task. Use this review to identify the improvements that would have the greatest effect on firm capacity, consistency, visibility, security, or client experience.

Final review

Priority Action Plan

Record up to five priorities. Keep entries general and avoid client-specific detail.

Priority action plan with five rows
PriorityCurrent problemDesired improvementOwnerTarget dateNext step
Next step

Identified an area that deserves closer attention?

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