Amity Regional School District #5, CT
Award Category: Organizational Efficiency
A school district’s financial operation is a high volume, labor intensive and critical function—a fact the Finance Office at Amity Regional School District #5 in Connecticut knows well. The District processes between 3,500 and 4,500 purchase orders a year and manages more than 4,000 vendors. For years the Office relied on manual processes and reams of paper to generate purchase orders, approve requisitions, create invoices, enter and track employee time sheets and more. Inefficient and time-consuming, documents were hard to track, employees were spending too much time waiting at copy and fax machines, and storage space was at a premium. “We were faced with increasing workloads, time-consuming document processing, lack of storage area and files, demand for greater efficiency and a tight budget,” explained Terry Lumas, finance manager for the District. “Without the opportunity to add staff, we needed to find a cost-effective solution.” That solution was Munis.
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St. Louis County, MO—Procurement Division
Award Category: Organizational Productivity
For a county with more than 4,000 employees in 20 departments serving nearly one million citizens, a fast, efficient procurement process is a must. Meet St. Louis County in Missouri. For years the county relied on a manual procurement system that was slow, labor-intensive and lacked reporting capabilities. There was little transfer of knowledge to internal and external customers; clerical processes—such as bid tabulations, filing, and typing of terms and conditions for each contract—were time consuming; and the county racked up large paper, printing and mailing costs. In addition, the county didn’t always have access to important information that could help them maximize their buying power. “We were limited by our manual processes—we had an idea of what our total spend was but didn’t always have the data to back it up,” explained Rebecca Howe, director of procurement. “The county Procurement Division contracted for more than 350 annual requirements contracts but we had little control over performance reporting."
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St. Louis County, MO—Treasurer’s Office
Award Category: Organizational Responsiveness
With a population of nearly one million stretched across 524 square miles, St. Louis County, Missouri, needed an efficient method for collecting payments from citizens. Because the county had a decentralized cashiering process, citizens with multiple payments for taxes, service fees, permit fees and more were required to visit each corresponding department or division in the county government centers. In some cases, cash payments were not accepted. To make matters worse, each county department managed their revenue with different systems and processes. “This was poor customer service and our County Executive issued a directive for change, starting at our North County Government Center,” said Assistant Treasurer Cindy Williams.
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