Executive dashboard • Q3 performance update

Service Delivery and Modernization Branch

Overall readout: At risk. Volume is behind target, processing times and client satisfaction worsened, and two high risks require active management. The strongest bright spot is the digital intake pilot, which is materially faster and lower error than the legacy channel.

Needs executive attention
As of
December 31, 2025
Applications processed
142,387
Annual budget spent
$18.2M / $26.4M
High risks
2 active
Highlight
Jump to
Volume vs target
Behind plan
86.3%
142,387 processed against a target of 165,000.
Gap 22,613 applications below target
ActualTarget: 165,000
Average processing time
Service pressure
47 days
Up from 38 business days in Q2 as new staff train and complex cases rise.
Trend +9 business days vs Q2
Q2: 38 daysQ3: 47 days
Client satisfaction
Below standard
72%
Down from 78% in Q2 and below the 80% departmental standard.
Gap -8 points to standard
Q2: 78%Standard: 80%
Budget burn
Ahead of benchmark
68.9%
$18.2M spent; quarterly benchmark is 62.5%.
Variance +6.4 points vs benchmark
SpentBenchmark: 62.5%
Digital intake pilot
Strong potential
22 days
Digital channel is substantially faster and cleaner than legacy processing.
Advantage 53% faster with 60% lower error rate
Digital share: 5.9%Legacy avg: 47 days

What is driving pressure

Operational strain is showing up in timeliness, client experience, and workload complexity.

Key service drivers
  • 23 new FTEs onboarded and still in training.
  • Complex cases requiring secondary review increased by 12%.
  • October backlog surge drove overtime and service delays.
Client pain points
  • Wait times account for the largest complaint share.
  • Decision communication is a recurring frustration.
  • Clients continue to struggle reaching a live agent.
Q2 → Q3 trend
Proc. time
38 → 47
Satisfaction
78% → 72%
Complexity
+12%
Complaint mix
Wait times
34%
Unclear decisions
28%
Live agent access
19%
!

Service standard is under pressure

The branch is behind volume target, timeliness worsened by 23.7% quarter over quarter, and client satisfaction is 8 points below the departmental standard.

Needs attention this week

Prioritized to answer: what should leadership focus on immediately?

1
CRM migration recovery decision

Timeline has slipped 6 weeks to an April completion. Confirm recovery plan, milestones, and whether additional IT controls are needed to contain schedule and cost drift.

IT / Program
2
Backlog and processing-time stabilization

Processing time rose to 47 business days. Review whether training throughput, complex-case triage, and targeted queue management are reducing pressure fast enough.

Operations
3
Client communication and live-agent access

Two of the top three complaint categories are communication-related. Tighten decision-letter clarity and expand call handling during peak periods.

Service
4
Vacancy and retention response

Eleven positions remain vacant, including four open more than 120 days, while CS-03/04 retention risk remains high after six departures in Q2–Q3.

People
5
Scale digital pilot safely

Digital intake is faster and lower error, but uptake among clients over 55 is low and three WCAG AA gaps need remediation before broader expansion.

Digital