Legislative Services Business Plan & 2015 Budget

Transcription

1 Legislative Services Business Plan & 2015

2 Table of Contents Executive Summary of Legislative Services... 3 Existing Core Services... 4 Vision, Mission, Service Delivery Model... 4 Goals of Service... 5 Looking Back... 6 Existing Service Levels, Trends, Benchmarks & Efficiencies... 7 Engaging Our Customers... 8 Opportunities and Challenges... 9 Implementing the Strategic Plan Required Resources Facilities and Equipment Technology Human Resources Proposed Operating & Capital s Operating Proposed by Program Summary of Proposed Summary of Proposed 2015 and Changes to Maintain Current Service Levels Including Prior Year s Decisions Proposed New Initiatives and New Revenues Requests Capital Proposed Capital by Program Proposed Capital by Funding Source Proposed 2015 Capital Detail Proposed Capital Detail Performance Measures Balanced Scorecard... 28

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4 Executive Summary of Legislative Services Mission: To meet our customers diverse service needs by offering legislative expertise, a variety of service channels and assist in understanding and navigating the legislative process. This service is provided by: The Legislative Services Section, Committee of Adjustment and Vital Statistics Section, Municipal Elections Section, Records Management Section, Court Administration Section and Print Shop Section. Interesting facts about this service: Approximately 200 Committee meetings are supported yearly; 640 Freedom of Information requests were received in 2013 with a 99.5 per cent compliance rate with Provincial Legislation; There were 5,288 views of MississaugaTV streamed Council, General Committee and meetings; 2,700 Marriage licences were issued in 2013; and 219 Civil Wedding Ceremonies were performed in Highlights of the Business Plan include: Enhancing Accessibility for Voters; Advancing Information Stewardship; Engaging Newcomers; Strengthening Access and Privacy; Improving Access and Transparency to Local Government; Promote Accountability and Compliance; Supporting Efficient Administration of Justice; and Minimizing Environmental Impact. Net Investment Operating (3,174) (3,157) (3,049) (3,040) Capital Business Plan & 2015 T-3

5 Existing Core Services Vision, Mission, Service Delivery Model Vision To provide open and accessible government by ensuring that independent and impartial statutory and regulatory services are delivered in a progressive and creative manner. Mission To meet customers diverse needs by providing statutory and legislated services to the public, Council and other internal and external customers through a variety of service channels. Legislative Services Access and Privacy Committee of Adjustment Council Support Legislated Compliance Municipal Elections Printing and Mail Services Provincial Offences Administration Records Management Vital Statistics T Business Plan & 2015

6 Goals of Service Legislative Services long term strategic initiatives are designed to establish the groundwork to transform, modernize and improve the way the City delivers service and support to its various customers. Key initiatives include: Enhancing Accessibility for Voters The Elections Section will explore the use of technology to provide greater access to voting including the use of alternative voting methods such as Internet Voting for Advance Polls; Advancing Information Stewardship The Records Management Services Section will implement an Electronic Document and Records Management System to allow for legislated compliance for record keeping, modernization of business processes and the production of quality information to citizens and staff at the right time in the right format; Engaging Newcomers The Legislative Services Section will establish a Mississauga Citizenship Program which will provide an orientation for new immigrants to local government and civic engagements. This will better prepare them to contribute to their local government; Strengthening Access and Privacy The Access and Privacy Section will continue to enhance and strengthen corporate wide policies and procedures designed to protect personal information and create efficiencies with respect to the dissemination of information to the public; Improving Access and Transparency to Local Government The Legislative Services Section will support innovation, engage the community and enhance the overall accountability and transparency of local government by video streaming Council and committee meetings and implementing an electronic agenda management system; Promoting Accountability and Compliance The Legislative Services Section will continue to enhance processes, practices and training tools to ensure the City s adherence to regulatory instruments such as Municipal Freedom of Information and Protection of Privacy Act (MFIPPA), Personal Health Information Protection Act (PHIPA), Planning Act, and the Municipal Elections Act; Supporting Efficient Administration of Justice The Court Administration Section will continue to provide quality and efficient Court services by streamlining all Provincial Offences Act (POA) Court matters with the amalgamation of Parking (Part 2 matters), and the addition of Administrative Penalty System (APS) matters into one point of service at the courthouse; and Minimizing Environmental Impact - The Print Shop Section will continue to adopt pro-active measures to advance environmental improvement measures and solid waste emission strategies. The Legislative Services Section will reduce the amount of paper used through the implementation of an Agenda Management System and transition to electronic recordkeeping Business Plan & 2015 T-5

7 Looking Back 2011 to 2014 was a transformative period in establishing and enhancing the way Legislative Services provided support to Council, the organization and the public. Staff worked towards building the foundation of an Open Government by modernizing aspects of Council s decision making process to better align them with the principles of existing legislation as well as fine-tune internal administrative processes to create efficiencies in resource and time management. Open Government The following accomplishments made it easier for residents, businesses and visitors to access City information and participate in the decision-making process: Streaming of Council and Committee meetings; Digitization of public records for accessibility and availability; 99.5 per cent compliance rate for Freedom of Information requests; and Successfully conducted the 2014 Municipal Election. Process Efficiencies - The following accomplishments enhanced the City s ability to deliver internal and public service better: Awards and Recognition Forest Stewardship Council (FSC) Certification In 2013, The Print Shop was awarded FSC certification for demonstrating business standards, which go above and beyond the call of duty for environment preservation and environmentally ethical business practices. City of Mississauga Café Awards Café Awards were received by members of Legislative Services for their involvement with the Bring Your Own Device (BYOD) initiative, Cultural Resources Mapping project and Collaboration Project. Development of a new in-house election module Election Program Information Centre (EPIC); Implementation of Early Resolution procedures including telephone resolution meetings for Court Administration; Modernization of paper-based records management by using SharePoint for management and collaboration; Supported the implementation of Central Agreement Tracking System (CATS); and Printing held unit cost constant through the use of technology and Lean Production. T Business Plan & 2015

8 Existing Service Levels, Trends, Benchmarks & Efficiencies Access and Privacy MFIPPA requires decisions to be communicated within 30 days. It is the responsibility of the division to provide guidance to City operations to ensure that personal information in the City s care and control is appropriately, effectively and securely managed. Under the act there is an obligation to review and address privacy breaches and identify potential concerns. Committee of Adjustment Minor Variance hearings are to be dealt with within 30 days and Consent application decisions within 90 days. Council and Committee Support Agendas are prepared for Council, committees and subcommittees in accordance with corporate standards to provide consistency, fairness, openness, and transparency. The division provides support to Council and 24 other committees and subcommittees. Legislative Compliance The City Clerk is a corporate signatory and undertakes the Clerk s responsibilities outlined in the Planning Act, Expropriation Act, Liquor License Act, Marriage Act, Livestock, Poultry and Honey Bee Protection Act, Ontario Heritage Act and Municipal Act. Public commissioning of documents is offered daily. Municipal Elections Elections conducted in accordance with the Municipal Elections Act, Education Act and Municipal Act; Meeting all legislative deadlines; and Introduction of Vote Anywhere technology for Advanced Polls using the Election Program Information Centre software (EPIC) in POA - Courts Administration The Judiciary has established time-to-trial guidelines for minor traffic and by-law offences of nine months. The POA Court in Mississauga regularly hears these matters within seven to nine months. Transcript requests are meeting the guidelines set by the Ministry of the Attorney General of three months; and Access to Screening and Hearing Officers are being provided within 60 days. Records Management Records Management ensures that all City records are managed through a lifecycle. This includes long term preservation of all Council records. With the electronic document management and collaboration technology, policies and procedures are currently in development. Vital Statistics All death registrations are sent weekly to the Ontario Registrar General. Printing and Mail Services Deliver print services on time in a cost effective manner Business Plan & 2015 T-7

9 Engaging Our Customers The following areas highlight Legislative and other mechanisms in place to engage our customers: An ongoing Customer Service Survey is conducted for counter services at Clerk s Office; Communicate the results of the Office of the Information and Privacy Commissioner (IPC) Annual report (99.5 per cent compliance rate); Active involvement in various external teams to discuss and develop strategies and processes to ensure legislative compliance; Live streaming of Council and four Standing Committee meetings; Use web based technology to make government more accessible by posting agendas online and streaming Council and Committee meetings; Mail out notices to residents in accordance with the Planning Act and/or Heritage Act requirements advising of Committee of Adjustment meetings, Council s decisions and opportunities to appeal the decisions to the Ontario Municipal Board (OMB); Maintain webpages with current information for POA and APS processes and procedures; and Implemented on-line Candidate Resource webpage for 2014 Municipal Election. T Business Plan & 2015

10 Opportunities and Challenges Over the next four years, Legislative Services will continue to adjust and evolve in response to the City s evolution. Opportunities Continuing to build on successes with public engagement; Committing to developing and building highly skilled and competent workforce; Capitalizing on IT solutions and process efficiencies to improve efficiency, transparency and cutting costs; and Society and social demands providing a platform for changes in services and public administration. Challenges Outdated legislation impeding the Division s ability to introduce innovation and modernization of processes and services; Increasing interest from the public about the accountability and transparency of government; and Attracting and retaining staff in a competitive job market Business Plan & 2015 T-9

11 Implementing the Strategic Plan Strategic Pillar for Change Related Initiatives Ensuring Youth, Older Adults and New Immigrants Thrive (BELONG) Mississauga Citizenship Program (BR# 1236); and By providing open and accessible services through multiple channels and engaging newcomers, Legislative Services is ensuring that the residents of Mississauga have opportunities to become involved in local government and to have access to the information they need. Living Green (GREEN) Electronic Document and Records Management System (BR#1246); and By reducing paper usage and using products that come from responsibly managed forests we will be able to support a more responsible and sustainable approach to the environment that will minimize our impact on the environment. Cultivating Creative and Innovative Businesses (PROSPER) By enabling frontline service delivery with quicker access to electronic information, we enable faster services to local businesses and residents. T Business Plan & 2015

12 Required Resources Facilities and Equipment Through the counter consolidation and office renovations and Wedding Chapel refurbishment in 2009 along with the construction of the courthouse in 2005, Legislative Services is well situated to meet all customer needs during the time horizon of the plan. Legislative Services operates out of various locations including but not limited to: Council and Committee rooms; Chapel; Courthouse; Elections Room; Print Shop and Mail Room; Records Centre; and Customer Service Counter at Civic Centre. Courthouse at 950 Burnhamthorpe Road West Clerk s Office Front Counter Business Plan & 2015 T-11

13 Technology Technology is essential to innovate and provide services to the residents of Mississauga. At present, all sections make full use of technology provided by the City and the Province (POA) in carrying out their mandates. Legislative Services is committed to investigating and leveraging new and existing technologies in elections, privacy protection, committee support and POA administration to develop further efficiencies that save time and reduce costs of business processes. As can be seen, the Business Plan for is heavily dependent on the adoption of new technologies. Legislative Services is dependent on the following programs: ICON, CAMS, Liberty Recording System, Autoprocess, and the Teranet online payment system; Unity, Election Management System, GIS, MAX, Worker and Voter List module; Electronic and Document Management Systems (SharePoint and OmniRIM); Data Storage, backup and archiving; Scanning and capture software (Kodak Capture Pro); Video Streaming; Electronic Agenda Management System; and Intraprint, Freeflow and Adobe Creative Suite. Watch live and archived Council and committee meetings in partnership with Rogers TV T Business Plan & 2015

14 Human Resources Proposed Full Time Equivalent Staffing Distribution by Program Program Elections Provincial Offences Act Office of the City Clerk Printing & Mailing Services Total Service Distribution Elections temporary staff (four FTE) removed in 2015 and added back in Engaged Staff Legislative Services staff are experienced, engaged and educated. Many staff have post-secondary degrees, certifications and professional designations. Staff are also active members with various associations including: Association of Municipal Clerks and Treasurers of Ontario (AMCTO); Ontario Association of Committees of Adjustment and Consent Authorities (OACA); Ontario Professional Planners Institute (OPPI); Canadian Institute of Planners (MCIP); Canadian Association of Certified Planning Technicians (CACPT); and Municipal Court Managers Association (MCMA). Ongoing investments in training and development include: Plain Language Training; Media Training; and Opportunities to attend industry related webinars, training seminars and conferences Business Plan & 2015 T-13

15 Proposed Operating & Capital s Operating The following tables identify the budgeted and forecasted operating expenditures and revenues for 2014 to 2018, as well as 2013 actuals, by major program within the service area as well as by major expenditure and revenue category. Proposed by Program Description Note: Numbers may not balance due to rounding Actuals Proposed Expenditures to Deliver Current Services Council Committees Elections 273 2, ,692 Office of the City Clerk 3,735 3,827 3,781 3,751 3,718 3,685 Printing and Mail Services Provincial Offence Act 2,575 2,758 2,711 2,730 2,753 2,777 Total Expenditures 7,157 9,887 7,386 7,392 7,400 9,806 Revenues (10,975) (10,303) (10,493) (10,493) (10,493) (10,503) Transfers From Reserves and Reserve Funds 0 (2,448) (67) (67) (67) (2,453) New Initiatives and New Revenues Proposed Net Including New Initiatives & New Revenues (3,818) (2,864) (3,174) (3,157) (3,049) (3,040) Expenditures - Changes by Year (25%) 0% 0% 33% Proposed Net - Changes by Year 11% (1%) (3%) (0%) T Business Plan & 2015

16 Summary of Proposed 2015 Description 2014 Approved Maintain Current Service Levels Note: Numbers may not balance due to rounding. Efficiencies and Cost Savings Annualized Prior Years Decisions Operating Impact of New Capital Projects Proposed New Initiatives And Revenues Special Purpose Levies 2015 Proposed $ Change Over 2014 % Change Over 2014 Labour and Benefits 6,729 (580) ,149 (580) (9%) Operational Costs 3,158 (1,840) (82) ,236 (1,922) (61%) Facility, IT and Support Costs (0) (0) 0 0% Total Gross Expenditures 9,887 (2,419) (82) ,386 (2,501) (25%) Total Revenues (12,751) 2, (10,559) 2,192 (17%) Total Net Expenditure (2,864) (227) (82) (3,174) (310) 11% Summary of Proposed 2015 and Description 2015 Proposed 2016 Note: Numbers may not balance due to rounding Labour and Benefits 6,149 6,238 6,329 6,911 Operational Costs 1,236 1,164 1,181 3,005 Facility, IT and Support Costs (0) (0) (0) (0) Total Gross Expenditures 7,386 7,402 7,510 9,916 Total Revenues (10,559) (10,559) (10,559) (12,956) Total Net Expenditure (3,174) (3,157) (3,049) (3,040) Business Plan & 2015 T-15

17 Changes to Maintain Current Service Levels Including Prior Year s Decisions The following table identifies the changes in costs and revenues to maintain existing service levels, efficiencies and cost savings and the cost increases arising from prior year decisions. Description 2015 Proposed Labour and Benefits (580) Operational Costs Increases 2014 Municipal Elections (Excludes Labour and Benefits) (1,906) 0 0 1,904 Professional services - Training Postage and Other Changes Print Shop paper cost Honorariums Operational Costs Increases (1,840) 0 0 1,904 Efficiencies and Cost Savings Advertising (39) Contracted services (34) Professional services, office supplies and other operating materials (10) (12) 0 0 Future reductions 0 (70) (82) (82) Efficiencies and Cost Savings (82) (82) (82) (82) Note: Numbers may not balance due to rounding. T Business Plan & 2015

18 Changes to Maintain Current Service Levels Including Prior Year s Decisions (Continued) Description 2015 Proposed Current Revenue Changes 2014 Election Reserve recovery 2, (2,394) POA Revenue Increase (200) Current Revenue Changes 2, (2,394) Total Changes to Maintain Current Service Levels (310) Note: Numbers may not balance due to rounding Business Plan & 2015 T-17

19 Proposed New Initiatives and New Revenues This table presents the costs by budget request (BR#) for proposed new initiatives. Detailed descriptions of each budget request can be found on the pages following the table. Description Note: Numbers may not balance due to rounding. BR # 2015 FTE Impact 2015 Proposed to 2018 FTE Impact 2015 to 2018 Capital New Initiative Mississauga Citizenship Program Electronic Document and Records Management ,488 Total New Initiative ,488 Total ,488 T Business Plan & 2015

20 Requests Request #: 1236 Proposed Initiative Department Service Area Mississauga Citizenship Program Corporate Services Department Legislative Services Required Operating Investment Impacts ($000s) Gross Expenditures Reserves & Reserve Funds User Fees & Other Revenues Tax Levy Requirements * Net Change in $ FTEs * Any net change that is negative, (in brackets), is a good thing. It means a reduction in expenditure or an increase in revenue. Required Capital Investment Total Capital ($000s) 2014 & Prior & Beyond Expenditures Why Staff Recommend this Initiative This program would provide new immigrants the opportunity to become more engaged in local government and provide them with the knowledge needed to potentially serve on municipal boards, committees, agencies and/or commissions. Their contribution would more fully engage our population and contribute to the greater success of our City Business Plan & 2015 T-19

21 Request #: 1236 Details of Service Change This program is to be implemented in 2017 to better prepare participants for the opportunities available on various City committees, boards, agencies and/or commissions following the 2018 Municipal Election and in the future. The development stage of this program will require a review of the City of Mississauga's corporate policy on Citizen Appointments, which sets Canadian citizenship as one of the criteria for appointment to a committee of Council. An outreach process will also be required to identify participants. Staff will need to receive input from new immigrants, politicians and staff with respect to program components, mode of delivery, frequency, etc. Staff will need to work with community groups, social services agencies, provincial and federal governments to assist in the facilitation of the program. As per the Strategic Plan, operating funds are to be the responsibility of the City but external funding will be sought through partnerships with other levels of government. The 10 year time horizon specifies an expansion of the program to include recognition of 150 newcomers on an annual basis. Service Impact Partnership opportunities with local community groups, associations, social service agencies and educational institutions to develop appropriate program content should be pursued. It is anticipated that an e-learning module would be developed, with an outreach and promotional component. Costs associated with community outreach in the form of promotional open houses with space rental, refreshments, program materials, etc, may also be required. Additional formats, such as video or classroom-style information sessions and/or face-to-face meetings may also be suggested. Due to the preliminary nature of this initiative, finalized costs are not available; however, it is estimated that a budget of $10,000 will be required for the program development. T Business Plan & 2015

22 Request #: 1246 Proposed Initiative Department Service Area Electronic Document and Records Management System Required Operating Investment Corporate Services Department Legislative Services Impacts ($000s) Gross Expenditures Reserves & Reserve Funds User Fees & Other Revenues Tax Levy Requirements * Net Change in $ FTEs * Any net change that is negative, (in brackets), is a good thing. It means a reduction in expenditure or an increase in revenue. Required Capital Investment Total Capital ($000s) 2014 & Prior & Beyond Expenditures Why Staff Recommend this Initiative The limited records management capability of SharePoint 2010 Out-of-the-Box functionality is impacting the City s ability to demonstrate complete compliance with legislative and corporate requirements for recordkeeping. Further, research shows that Electronic Document Records Management Systems are common features of the municipal landscape, adopted by a number of municipalities including but not limited to: Brampton, Toronto, Hamilton, London, Region of Waterloo and the Region of Peel Business Plan & 2015 T-21

23 Request #: 1246 Details of Service Change To remediate these compliance and efficiency problems, Legislative Services is proposing the implementation of an Electronic Document Records Management System (EDRMS), for use at an enterprise level to improve customer service while reducing staff effort associated with creating, filing, retrieving, archiving and copying of City documents and records. The EDRMS will work in conjunction with the SharePoint application and help reduce errors related to document versioning; make document handling more efficient by automating certain departmental business processes; reduce information silos across the Corporation; and provide quick access to documents regardless of geographic location. Service Impact User Adoption - staff transitioning from a paper based to an electronic information management workplace will need to gain familiarity with the system in order to conduct their work in an efficient and effective manner. Through training and support Records Management Services will support staff through this transition. Change Management - Prior to implementation of the EDRMS, clients' business goals and objectives (e.g. cost, compliance, efficiency, etc.) will be identified to determine their state of readiness for this workplace change. Using the change management methodology of ADKAR exercises, the project will be able to identify the business units progress through the change lifecycle and provide adequate supporting exercises to strengthen process adoption. Increased Accessibility to Government - an EDRMS can enable the City to share documents with citizens far more effectively. For example, the City can provide citizens with 24/7 access to information by posting documents on public facing communication channels (e.g. website). Citizens no longer need to wait for the information they need, they're more likely to be satisfied with service delivery. T Business Plan & 2015

24 Capital This section summarizes the forecast 10 year capital requirements for this service. The following table presents the forecast by major program. The next table summarizes the sources of financing for the capital forecast. Proposed Capital by Program Program Expenditures 2015 Proposed Note: Numbers may not balance due to rounding Total City Clerk's ,488 Elections Print Shop Total , Business Plan & 2015 T-23

25 Proposed Capital by Funding Source Funding Reserve for Election Tax Total Note: Numbers may not balance due to rounding Proposed Total , ,105 T Business Plan & 2015

26 Proposed 2015 Capital Detail Program: City Clerk's Gross Net Project Recovery Project Name Cost Cost Number CPLS Electronic Document & Records Management System Subtotal Program: Elections Project Number Project Name Note: Numbers may not balance due to rounding. Gross Cost Recovery Net Cost Funding Source Tax -Capital Reserve Fund Funding Source CPLS Feasibility Study Internet Voting Reserve for Election Subtotal Program: Print Shop Gross Net Project Recovery Project Name Cost Cost Number Funding Source CPLS Print Shop - Pre-Press MacIntosh Computer Tax -Capital Reserve Fund CPLS Print Shop - Inserter Tax -Capital Reserve Fund Subtotal Business Plan & 2015 T-25

27 Proposed Capital Detail Sub-Program City Clerk's LEG Clerks Applications & Infrastructure Subtotal Sub-Program Print Shop LEG Print Shop Equipment & Other Subtotal Total Expenditures Note: Numbers may not balance due to rounding T Business Plan & 2015

28 Performance Measures A Balanced Scorecard identifies measures for four key areas of an organization s performance: Financial; Customers; Employees; and Business Processes. By paying attention to all four areas, an organization can retain balance to its performance and know that it is moving towards the attainment of its goals. About the Measures for Legislative Services: Financial Measures Court Administration and Support Cost per $100 of revenue reflect the court administrative cost of operating court administration and support. This is a measure of the efficiency of the section. Print Shop Cost per page reflects the cost of printing per page. This is a measure of the efficiency of the section. Customer Measures Number of Freedom of Information (FOI) inquiries received and responded to measures the volume of requests from the general public for information. Information Privacy Commission Compliance Rate reflects the City s response to access to information requests filed through the Municipal Freedom of Information and Protection of Privacy Act (MFIPPA). The City is required to report annually on its performance and compliance with the Information Privacy Commissioner (IPC). Counter Customer Service Survey (Rating Good/Excellent) is a measure that indicates at what satisfaction level we are meeting the clients needs at the counter. Number of Committee meetings publicly streamed reflects the number of Council and Committee proceedings video streamed over the internet allowing greater access to these proceedings for the public. Number of Mississauga Videos viewed reflects the activity of clients viewing committee meetings live or archived. This is a measure of customer engagement. Employees Measures Satisfaction with City and Job Satisfaction to enable growth and development by City staff is measured in an annual employee survey in which overall satisfaction and job specific satisfaction is assessed. This provides valuable information for planning. Business Process Measures Number of Committee meetings supported reflects the number of Council and Committee meetings that are supported by the Clerk s Office staff on a yearly basis. Provincial Offences Act (POA) charges received per administrative employee measures the ratio of the total number of charges received annually by the Mississauga Provincial Offences Court office divided by the total number of court administrative clerks. Percentage of print jobs delivered on time reflects the efficiency of the section in meeting service requests Business Plan & 2015 T-27

29 Balanced Scorecard Measures for Legislative Services 2011 (Actual) 2012 (Actual) 2013 (Actual) 2014 (Planned) 2015 (Planned) 2016 (Planned) 2017 (Planned) 2018 (Planned) Financial: Court Administration and Support Cost per $100 of revenue $28 $28 $28 $28 $28 $28 $28 $28 Print Shop Cost per page (cents) Customer: # of FOI inquiries received IPC Compliance Rate 99.5% 99.5% 99.5% 99.5% 99.5% 99.5% 99.5% 99.5% Counter Customer Service Survey (rating Good/Excellent) # of Committee meetings publicly streamed 85.0% 88.4% 100% 92.5% 92.5% 92.5% 93.0% 93.0% # of Mississauga Video views N/A 3,482 5,288 5,500 6,000 6,500 7,000 7,500 Employees/Innovation: Employee engagement scores: Satisfaction with the City 68.5% 73.1% 73.1% 73.1% 71% 71% 72% 72% Employee engagement scores: Job Satisfaction 70.0% 71.9% 71.9% 71.9% 73% 73% 74% 74% Internal Business Process: # of Committee meetings supported N/A # of POA Charges received per administrative employee 7,868 6,990 6,990 7,130 7,270 7,415 7,600 7,700 % of print jobs delivered on time 96.7% 94% 91% 95% 95% 95% 95% 95% T Business Plan & 2015