Payments were also manual, requiring check or cash payments that had to be processed separately by the county treasurer. These outdated workflows resulted in delays, inefficiencies, and a suboptimal experience for both county staff and customers. Moreover, the county’s storage space was nearly at capacity, leading to concerns about the cost of maintaining an ever-expanding archive of paper records.
The inefficiencies of paper-based workflows also affected internal operations. Staff spent excessive time managing physical documents, organizing submissions, and tracking approvals manually. Projects required multiple versions of maps to be mailed back and forth or hand delivered as Public Works professionals, property owners, and surveyors iterated on the review and approval process. Additionally, due to the lack of digital project files, cross-department collaboration required either in-person or phone-based coordination, reducing staff efficiency.