Just five licensed copies of a centralized docket management system could cost between $30,000 and $50,000, she said.
"We weren't given the money to purchase such a system, but we never lost documents," she said.
She said McGraw's team used a decidedly low-tech system, staying in constant contact with staffers who updated their superiors on the progress of their cases.
"We were able to know what cases there were, what needed to be done. I know that's not the most technological, sophisticated way, but sometimes the good ol' fashioned way works," she said. "We never lost a document, so we were doing something right."
Hughes said administrators did rely on attorneys to report any personal conflicts of interest but kept track of which attorneys were assigned to cases.
"If the attorney assigned to defend an agency had worked on the other side of the issue, we would create a Chinese wall," she said, adding she's not sure the office needs an automated system to manage conflicts.
Hughes also said the problems Morrisey said he inherited should not have come as a surprise because Morrisey's staff had more than two months — from the November election to last month's inauguration day — to get their ducks in a row.
"These are all things Mr. Morrisey knew," she said. "We have done everything to make it a smooth transition."
Hughes said she met with Morrisey staffers the day after the November election to begin the transition. She said she talked about pending cases, the office's budget process and key responsibilities of the attorney general and also made employees available to speak with Morrisey.
She said McGraw's office also prepared a budget for the incoming attorney general to submit to the Legislature and left enough money from McGraw's various consumer protection suits to run the office for three years.
"It's time for him to turn his attention away from campaigning and attacking former Attorney General Darrell McGraw and his office," Hughes said. "It's time for him to build his own legacy."