municipality: dutchess county 2013 the office of computer information systems and the divisi on of...

Municipality: Dutchess County

Eligible Activities (Must have been implemented in 2012 or after and have savings in 2017, 2018 and 2019) Form as of: 04/18/15 TEM

Project Project Date ActivityNo. Title Implement Type 2017 2018 2019

1 Unified Communications System (IP Phones) 12/31/2012 EF $333,611 $345,361 $347,1822 Consolidation - OCIS and Central Services 1/1/2013 EF $414,815 $423,805 $433,1513 DPW Management Restructuring 1/1/2013 EF $525,063 $538,190 $551,6444 DPW Reorganization 1/1/2013 EF $1,459,577 $1,496,067 $1,533,4685 Airport Solar Array 6/1/2015 EF $98,160 $103,250 $108,3946 Jail PODs Project 5/1/2015 EF $796,752 $769,335 $07 County Clerk E-Filing 2/18/2014 EF $130,913 $134,373 $136,8008 Single Stream Recycling 6/1/2013 EF $35,078 $35,078 $35,0789 Consolidation - Veterans and Health 1/1/2013 EF $148,860 $153,326 $157,925

10 Restructuring of Department of Planning & Development 1/1/2015 EF $56,414 $57,824 $59,27011 Mental Hygiene Service Changes - PROS Conversion & Clinics 4/1/2012 EF $8,258,728 $8,585,997 $8,927,19712 Solid Waste Management (RRA) Cost Savings Focus 1/1/2013 EF $3,719,359 $3,719,359 $3,719,35913 Workforce Adjustment Incentive (WAI) 1/1/2013 EF $3,539,522 $3,653,521 $3,772,48414 Airport Improvements and FBO Privatization 1/1/2013 EF $220,757 $318,994 $441,79015 Auto Service Center and Public Works Consolidation 1/1/2013 EF $372,732 $382,050 $391,60116 County Multi-function Copier / Duplex Printing Initiative 10/1/2013 EF $40,000 $40,000 $40,00017 Shared IT Services For Municipalities 1/1/2014 SS $105,500 $116,000 $126,50018 Shared Central Services Expansion 1/1/2013 SS $25,500 $25,500 $25,50019 Expand Self-Insured Workers' Comp Plan to Local Municipalities 1/1/2013 CA $1,541,310 $1,541,310 $1,541,310

$21,822,651 $22,439,340 $22,348,654Based on Municipalities 2014 Certified Levy $1,115,190 $1,115,190 $1,115,190

$20,707,461 $21,324,150 $21,233,464

Dutchess County Joint Government Efficiency Plan (GEP) Worksheet

Total Savings:

Over/Under:1% of Levy:

Cooperation agreements (CA) are agreements entered into between eligible local government units to implement the sharing or consolidation of functions or services.

Shared Services (SS) are functional consolidations by which one eligible local government unit completely provides a service or function for another eligible local government unit

Mergers (MG) for local governments are consolidations or dissolutions of local government units under Article 17-A of the General Municipal Law

Efficiencies (EF) are actions taken by a local government to improve the completion of existing processes or functions or the delivery of existing services that result in lower costs.

Projected savings should be based on hard budgetary savings; not "soft savings"

Projected Savings

NOTE for DIGITAL SURVEY1. This Page summarizes the projected 2017‐2019 County budget savings for Efficiency and Shared Services projects. It totals some $22 million/year.

2. County IT Commissioner and Budget Director jointly responsible for this large Project that also encompasses 27 muncipallities (not shown here)

PropertyTaxFreeze_GEP_WorkSheetDigitalSurvey OCIS TEM

Dutchess County Project #: 1 Type: EF

Action Category (Select one - except for "Merger" Projects)Project Title (will populate "all projects" tab project titles):

Date Implemented or to be implemented: Implementation Date: 12/31/2012Projects implemented since 01/01/2012 for towns/cities are eligible and those for villages from 06/01/12 forward.

List other municipalities that are part of this project:

Project Plan Description

Savings Budget Base CostItem Line 12/31/2012 2017 2018 2019

Delete Telecom Technician (#457) 1010 and benefits $68,294 $73,611 $75,361 $77,182Reduction in Land line Costs versus Centrex. This is based on a Pre-IP Phone expenses 1650.4231.51 $570,000 $260,000 $270,000 $270,000

Totals: $333,611 $345,361 $347,182

Projected Savings

NOTE: The project must generate budgetary savings in at least one of the three years (2017-2019)

Government Efficiency Plan (GEP) Worksheet

IT Computer Services

Unified Communications System (IP Phones)

Actual year implemented or future year for new project initiatives

The County's new Unified Communications System (UCS) IP Phone System provides improved efficiency and cost savings county taxpayers. The first phase was completed in 2013; this involving the conversion of an antiquated phone system to an Internet Protocol (IP) based system that leverages the County’s fiber optic network. When fully implemented, the UCS will provide expanded capability and additional functions to enhance the efficiency of county employees including merging voicemail and email, telephone paging and video-conferencing.







Delete Assistant Director of Central Services (#1552) 1010 and benefits $118,020 $128,386 $131,229 $134,181Delete Program Assistant (#2181) 1010 and benefits $55,643 $62,091 $63,893 $65,778Delete User Services Liaison (#2169) 1010 and benefits $76,438 $84,430 $86,649 $88,965Delete Programmer Analyst (#1350) 1010 and benefits $105,799 $113,658 $115,784 $117,977Eliminate Computer Room Printers (work now done at Print Shop) 1680.4628 (Copiers) $26,500 $26,250 $26,250 $26,250

Totals: $414,815 $423,805 $433,151

Projected Savings



General Government

Consolidation - OCIS and Central Services


In 2013 the Office of Computer Information Systems and the Division of Central Services merged into the new "OCIS". The consolidation focused on service improvements, management/staff re-organization, sustainability and new collaborations that has resulted in long term county savings. Through this effort, four positions were eliminated and operating expenses were reduced by consolidating Computer printing functions in the County's Print Shop.







Net Salary Change for Restructured Positions 1000 Series $319,676 $340,906 $349,428 $358,164All Benefits including Health, Pension, & Social Security 8000 Series $172,689 $184,157 $188,761 $193,480

Totals: $525,063 $538,190 $551,644

Projected Savings



Highway Department

DPW Management Restructuring


In 2013 the management structure for the Department of Public Works began a realignment to produce efficiency and cost savings, while providing better oversight to the changing structures within the department. This included a realignment of Highway and Engineering division management positions. In 2013 the Assistant Directors of both the Engineering Division (Grade ME) and the Highway Division (Grade MF) were eliminated in favor of a Deputy Commissioner of DPW (Grade MI) that provides coordination, management and oversight between the two divisions. In 2014 the Director of Engineering Grade MH was reclassified to an Assistance Civil Engineer II Design Grade 19 to better reflect the needs of the department. The Buildings Division management structure was also realigned to eliminate the Head Buildings Maintenance Mechanic Grade 15 in 2013, the Director of Physical Facilities Grade MH in 2014 and the Cleaning Supervisor Grade 14 in 2015. The Buildings Administrator position was reallocated in 2015 from a Grade ME to a Grade MF. All of these changes produced considerable efficiency and cost savings.








Totals: $1,459,577 $1,496,067 $1,533,468

Projected Savings



Highway Department

DPW Reorganization


In 2013 the Department of Public Works began a significant restructuring. The county reviewed all of the existing positions and made a number of changes to create a more consistent supervisory structure within the highway department and eliminate duplication of service or inefficiencies within the service model for the highway division. Prior to 2014 DPW had a Sector Chief (Grade 13) and a Motor Equipment Operator (MEO) based at each of its 7 Maintenance Sectors. In addition, there were 5 Labor Supervisors (Grade 13) who supervised a general work crew. DPW took the twelve Grade 13 personnel and created 7 Labor supervisor positions. The other 5 positions were eliminated (2 vacancies) or demoted down to Grade 12 (3 positions.) Each of the 7 Labor Supervisors was assigned one of the 7 Sector Maintenance locations (highway Outposts.) Each Labor Supervisor was assigned a work crew. These crews were assigned to report to their nearest outpost from which they would perform their daily tasks. In prior years, each reported to Poughkeepsie and were then sent to their work location throughout the County. This resulted in lost time due to travel to/from the Poughkeepsie Garage and the work location. By having the crews report directly to the Outposts, and having them perform their tasks within their own Maintenance Sector, the time lost due to transportation was virtually eliminated. The gain in lost time was equal to 2 man-years and made up for the positions that were eliminated. The Engineering division also underwent changes to establish the most appropriate positions based on the work load of the department. DPW also identified efficiencies within the buildings department to allow for the reduction of positions. In total from 2013-2015 this reorganization of Highway, Engineering, and Buildings produced a net reduction of 15.5 full time equivalent positions. The business office function of the DPW also underwent restructuring and centralization of functions in 2013 and 2014. The changes that took place to merge the separate business offices of the divisions into a consolidated merged business office produced a net reduction of 3 positions and significant improvements in efficiency.







Reduced Energy Costs - Utilities 4200 Series $104,845 $98,160 $103,250 $108,394

Totals: $98,160 $103,250 $108,394

Projected Savings



Transportation

Airport Solar Array


The Dutchess County Department of Public Works is partnering with Solar city to bring a 2 megawatt photovoltaic (PV) solar panel array to the Dutchess county Airport in the Town of Wappinger with no upfront county investment required, thanks to a NY-Sun award from the New York State Energy Research and Development Authority (NYSERDA). Sunlight captured in a solar array is converted to electricity and fed back into the power grid. The Airport solar array is expected to produce over 2.9 million kilowatt hours of clean electricity in the first year alone. Through New York's Net metering Policy - which allows customers to apply solar energy credits to other account they own - Dutchess County Government will use the solar energy generated at the County Airport to offset energy use at other county facilities, providing energy savings of up to $3 million over a twenty year period.







Temporary Housing for Inmates (Net Savings) Housing Out 4428 $8,216,532 $796,752 $769,335 $0

Totals: $796,752 $769,335 $0

Projected Savings



Public safety

Jail PODs Project


Dutchess County's Jail population has exceed capacity at its jail facility of many years, a situation that has produced tremendous expense associated with housing out between 200 and 250 inmates on any given day. In 2014 this policy of housing out cost Dutchess County taxpayers more than $8M in fees paid to other institutions along with transportation costs. The installation of temporary housing units (PODs) on the Jail site in 2015 allowed more than 200 inmates to return to Dutchess County. This efficiency measure is expected to provide reduced length of stay, through greater access to the criminal justice system, as well as significant savings. Some amount of these savings has been allocated to programming efforts for inmates. These PODs are expected to be replaced by expanded permanent Jail capacity, and are planned to be removed at the conclusion of 2018. The remaining year of debt service associated with this project in 2019 is expected to be offset by saving realized when a new jail facility becomes operational, thus eliminating the need to house out inmates, and producing significant improvements in staffing efficiencies.







Net Salary Change for Deleted Positions 1000 Series $72,469 $75,766 $77,282 $78,827All Benefits including Health, Pension, & Social Security 8000 Series $41,307 $43,187 $44,051 $44,932Savings Per File Office Supplies 4160 $13,230 $11,960 $13,041 $13,041

Totals: $130,913 $134,373 $136,800

Projected Savings



General Government

County Clerk E-Filing


The ability to file by electronic means was commenced on February 18, 2014. It is a joint project of the Office of Court Administration and the Dutchess County Clerk’s office. It affords litigants easier accessibility to the courts while also reducing costs to Clerk and Court personnel as well as savings in physical supplies. It is expected that in the 3rd quarter of 2015, e-filing will become mandatory in Dutchess County Supreme Court, further increasing the efficiency of the program.







Less Garbage Pickup More Recycling Pickup 4611 Refuse Removal $35,078 $35,078 $35,078

Totals: $35,078 $35,078 $35,078

Projected Savings



Community Services

Single Stream Recycling


The County building single stream effort began around June of 2013 and continued over the course of a year. The Jail/Sheriff was the last building in October of 2014. The conversion included an assessment of each building (what they were currently recycling and looking at what was going in garbage), then we did single stream promotion to each employee in the building and the cleaning crew, then took the old paper-only bins and replaced them with the green open container single stream bins within the offices. We then monitored the results for a few weeks, and if appropriate, eliminated garbage dumpsters or frequency of pick-ups, and if appropriate, added additional recycling. Since the disposal of recycling costs less, and we are charged by the size of the dumpster and frequency of pick-ups, the County was able to save money in disposal costs by recycling more and eliminating payment for unnecessary garbage disposal. We have now saved $35,078 in yearly disposal costs.







Delete Commissioner of Service for Aging, Veterans & Youth (31352) 1010 & Benefits $148,860 $153,326 $157,925

Totals: $148,860 $153,326 $157,925

Projected Savings



Public Health

Consolidation - Veterans and Health


In 2013 the County broke apart the Department of Services for Aging, Veterans, and Youth (SAVY). Youth was consolidated under the Department of Community and Family Services, Office for the Aging became a standalone unit under the Director for Office for the Aging, and Veterans was consolidated under the Department of Health. With this new structure, the Commissioner of SAVY was no longer a necessary position and was eliminated.







Restructured Positions 1010 & Benefits $56,414 $57,824 $59,270

Totals: $56,414 $57,824 $59,270

Projected Savings



Community Services

Restructuring of Department of Planning & Development


In 2015, the Department of Planning and Development was restructured to redirect focus on economic development and shared services by providing municipalities with a planning resource that can expedite development projects while providing county savings. Through the restructuring of a Development Design Coordinator Grade 19 to a Junior Planner grade 13 and the reclassification of a Senior Planner to a Senior Planner (ENV) the County has realized efficiencies while increasing shared services provided to municipalities.







Net Salary for 40.03 FTE Positions Deleted in 2012 1000 Series $2,445,687 $2,506,829 $2,569,500Net Salary for 30.67 FTE Positions Deleted in 2013 1000 Series $2,550,603 $2,614,368 $2,679,727All Benefits including Health, Pension, & Social Security 8000 Series $2,737,229 $2,901,463 $3,075,551Cost of Contractual Services 4000 Series -$999,925 -$999,925 -$999,925Other Savings Various $1,525,134 $1,563,262 $1,602,344

Projected Savings



Public Health

Mental Hygiene Service Changes - PROS Conversion & Clinics


In 2012 the County began a 2 year transition to move to a new efficient model of Mental Health programming delivery. By changing the County's provision of services from a hands on clinic and day treatment approach to a model centered on prevention, intervention, and diversion. The Department of Mental Hygiene worked with community based private and not-for-profit mental health providers to build capacity and transition patients seamlessly from the county based clinic services. ClinicsOur quality control and improvement team worked with our not-for-profit partners to put in place procedures to maximize reimbursement and make sure claims contained all required information. All County residents requiring clinic treatment were successfully transitioned by the end of 2013, and subsequently all county clinics were closed. This efficiency measure allowed the county to save tax dollars and stay under the tax cap instituted by New York State as Mental Health Service delivery is not mandated programming.

Continuing Day Treatment ProgramAdditionally, as a result of the State's rate changes, our Day Treatment program model was no longer sustainable and the county transitioned to a PROS model by partnering with an agency experienced in PROS provision. This efficiency measure was put in place to save taxpayer dollars and remain under the tax cap while providing the best services possible to our residents with mental health issues.

Totals: $8,258,728 $8,585,997 $8,927,197







Resource Recovery Agency Net Service Fee A.8020.81.4621 $3,719,359 $3,719,359 $3,719,359 $3,719,359

Totals: $3,719,359 $3,719,359 $3,719,359

Projected Savings



Sanitation

Solid Waste Management (RRA) Cost Savings Focus


Dutchess County’s solid waste is managed through a combination of public and private partnerships. For municipal solid waste disposal the Dutchess County Resource Recovery Agency (RRA) oversees the waste-to-energy facility, which is currently operated by a private entity. The RRA entered into an agreement with the County in 1984 to furnish the County with the service of accepting, processing and/or disposing of solid waste within the County. The agreement provides for the County to guarantee payment to the RRA, a Net Service Fee, to close any budget gap between the RRA’s expenses and its revenue from all sources.

Costs associated with the RRA and waste-to-energy facility have been a drain on the County budget and unnecessary burden on the county taxpayers over the last several years with Net Service Fees reaching as high as $6 million. The fee paid to the RRA between 2008 and 2012 averaged $3.8 million annually. In 2013, a focused effort led by the County Executive’s Office with the board of the RRA resulted in a reduction in the Net Service Fee to $2 million. In 2014, working with the RRA the County has successfully impacted their business model through a new plant operator agreement and a public-private partnership, further reducing the Net Service Fee in 2014 and eliminating the Net Service Fee completely for 2015. Absent these measures, the County would have continued to pay an annual fee of approximately $3.8 million. With the new operator agreement now in place, the County will have no Net Service Fee moving forward, providing relief to property taxpayers.







Salary for 56.75 FTE Positions Deleted 1010 $3,373,857 $3,724,107 $3,817,210 $3,912,640Health Insurance 8400 $600,457 $758,063 $803,547 $851,760Other Benefits 8450 & 8500 $132,344 $143,253 $146,118 $149,041Disability Insurance 8850, 8355 & 8800 $2,386 $2,386 $2,386 $2,386Pension 8100 $803,864 $741,459 $726,629 $712,097FICA 8200 $249,800 $284,894 $292,017 $299,317Minus State/Fed Aid Reimbursement Various Lines -$1,295,846 -$1,295,846 -$1,295,846 -$1,295,846Minus Savings Reflected in Other Projects Various Lines -$686,718 -$818,794 -$838,540 -$858,910

Totals: $3,539,522 $3,653,521 $3,772,484

Projected Savings



Other

Workforce Adjustment Incentive (WAI)


In 2012, the County Executive proposed and the County Legislature adopted a “Workforce Adjustment Incentive Program,” a voluntary employee separation program designed to minimize the impact of layoffs while reducing operational expenses. The program provided 72 eligible County employees with a one-time $20,000 payment for voluntarily leaving County service by November 30, 2012. The 2013 budget includes the deletion of 56.75 full time equivalent (FTE) positions to achieve the needed savings. This program provided a benefit for long-term employees who have been dedicated to serving the residents of Dutchess County, and helped lessen devastating cuts to programs and services while reducing the number of potential layoffs in the 2013 budget.

The Workforce Adjustment Incentive saved approximately $4.4 million in 2013 with similar annual savings in future years for a total projected savings of $30.2 million over the seven year period from 2013 through 2019.


Action Category (Select one - except for "Merger" Projects)Project Title (will populate "all projects" tab project titles): Date Implemented or to be implemented: Implementation Date: 1/1/2013

Projects implemented since 01/01/2012 for towns/cities are eligible and those for villages from 06/01/12 forward.




Net Salary Change for Restructured Positions 1000 Series $38,494 -$926 -$926 -$926All Benefits including Health, Pension, & Social Security 8000 Series $21,047 -$173 -$173 -$173Contract with Independent Fixed Based Operator All Lines $1,276,059 $221,856 $320,093 $442,889

Totals: $220,757 $318,994 $441,790




Projected Savings

In 2013 a Grade 9 Line Service Attendant position was eliminated as an efficiency measure, related to the broader restructuring within the Department of Public Works. In 2014, an accounting clerk position was moved from the DPW business office to the Airport as part of the business office restructuring that took place. In 2014 into 2015 the County sought out a private Fixed Based Operator to contract with at the Airport for the take over of in-house FBO services. FlightLevel Aviation was selected, a change that is estimated to produce significant economic benefit for the county as a whole, and produce savings to the county through elimination of 4 county positions and revenue paid to the county by FlightLevel in rent, fuel flowage fees, and percentage of gross sales.

Airport Improvements and FBO Privatization

Transportation








Totals: $372,732 $382,050 $391,601

Projected Savings



Highway Department

Auto Service Center and Public Works Consolidation


In 2013, the County's Auto Service Center, a division of the Department of Central Services, was merged with the Department of Public Works Highway Division. The Auto Center maintains vehicles for 21 County Departments as well as services for five County related agencies, one municipality and one fire district. Through improved management and sharing of personnel resources between the Highway Division equipment maintenance garage and the Auto Service Center, there was a net reduction of four positions in 2013.







Reduction in Paper and Printing Supplies (2012 versus 2014) 4160 supplies $158,000 $40,000 $40,000 $40,000

Totals: $40,000 $40,000 $40,000

Projected Savings




County Multi-function Copier / Duplex Printing Initiative


The County instituted a Duplex Printing policy in October 2013. This coincided with a new lease of Multi-function Copiers for departments throughout the County. These Copiers are networked and eliminate much of the need for separate computer printers. Significant cost savings have been achieved through the reduction of paper and printer supplies.

Dutchess County Project #: 17 Type: SS






The projected IT Shared Services revenues below will reduce the net Beacon Website/GovDelivery Annual Fees 1680.2228 $0 $5,500 $5,500 $5,500Town of LaGrange Website / GovDelivery Annual Fees 1680.2228 $0 $4,000 $4,000 $4,000Arlington Fire District Annual Fees 1680.2228 $0 $58,500 $60,000 $61,500Millbrook GovDelivery Annual Fee 1680.2228 $0 $2,000 $2,000 $2,000V/Pawling GovDelivery Annual Fee 1680.2228 $0 $2,000 $2,000 $2,000SCA Municity Data Extract Service 1680.2228 $0 $5,000 $5,000 $5,000Town of Dover IT Services 1680.2228 $0 $10,000 $10,000 $10,0002 Additional Municipal Website 2016 (Annual Fees) 1680.2228 $0 $8,000 $8,000 $8,0002 Additional Municipal Website 2017 (Annual Fees) 1680.2228 $0 $4,000 $4,0002 Additional Municipal Website 2018 (Annual Fees) 1680.2228 $0 $4,0002 Additional Municipal Website 2017 (Development Fees) 1680.2228 $0 $25,0002 Additional Municipal Website 2018 (Development Fees) 1680.2228 $0 $25,0002 Additional Municipal Website 2019 (Development Fees) 1680.2228 $0 $25,000Additional IT Tech Services 2017 1680.2228 $0 $10,000

Projected Savings




Shared IT Services For Municipalities


Beginning in 2014, the County began to offer a range of IT Shared Services to local municipalities These services include: website development, PC Support, Networking, IT Consulting, Needs Assessments and more. The IT Shared Services allow municipalities to leverage the technical expertise of a broad range of OCIS staff and provide them with cost savings. In turn this initiative provides revenues to the County which reduces our tax levy.

Additional IT Tech Services 2018 1680.2228 $0 $15,000Additional IT Tech Services 2019 1680.2228 $0 $20,000Less - GovDelivery Charges for Municipalities 1680.4609 $0 ($9,500) ($9,500) ($9,500)Less - County Out-of-Pocket expenses for Hosting Arlington FD Various ($15,000) ($15,000) ($15,000)

Totals: $105,500 $116,000 $126,500

Dutchess County Project #: 18 Type: SS






Printing services revenue A.1670.18.12890.06 $20,000 $22,000 $22,000 $22,000Storeroom revenue A.1660.22100.00 $2,000 $3,500 $3,500 $3,500

Totals: $25,500 $25,500 $25,500

Projected Savings



General Government

Shared Central Services Expansion


Beginning in 2013, the County expanded the Shared Services program available through the Division of Central Services by actively encouraging/soliciting local municipalities and agencies to take advantage of discounted printing services and storeroom supplies. In turn this initiative provides revenues to the County which reduces our tax levy.

Dutchess County Project #: 19 Type: CA






County Workers Compensation costs 8300 - all funds $3,954,936 $1,541,310 $1,541,310 $1,541,310

Totals: $1,541,310 $1,541,310 $1,541,310

Projected Savings



Employee Benefits


City of Beacon, Town of Amenia, Town of Milan, Town of Red Hook, Village of Red Hook, Town of Poughkeepsie, Town of Dover, Town of Washington and Village of Millbrook

Beginning in 2013, Dutchess County implemented a cost savings initiative that extended participation in our self-insured Workers' Compensation Plan to local municipalities. Over the past two years (2013 & 2014), nine municipalities have joined our plan through cooperative agreements with the county. This initiative provides savings for the county and local municipalities as the costs for the administration of the Workers' Compensation plan are now spread over a larger pool of participants. As part of this initiative, the county has engaged a new, less costly third party administrator for Workers Comp, and we worked with an actuarial firm to develop a more equitable formula for calculating member premiums based primarily on claims experience. This new methodology provides a more cost effective plan for municipalities compared to what their costs would be under their previous workers comp insurance carrier. This also provides an incentive for local municipalities to implement safety/risk management programs to reduce future workers comp claims and costs.

The estimated savings for the county is based on cost projections through 2019 as compared to our 2012 cost for Workers Compensation prior to implementing this initiative and assumes that future costs remained stable. These numbers reflect county savings only. Participating municipalities may submit their savings as a separate project.

Expand Self-Insured Workers' Comp Plan to Local Municipalities

municipality: dutchess county 2013 the office of computer information systems and the divisi on of...

Documents