AOC measures performance against this objective through its reduction in energy consumption. Table 37 provides the FY 2014 overview of this performance indicator. Although AOC reduced energy consumption by 25.5 percent over the FY 2003 baseline, AOC did not meet the interim FY 2014 energy reduction target of 27 percent. This year, AOC was challenged after a very cold winter that increased the demand for heating across Capitol Hill. Additionally, with the recent completion of the AOC’s three Energy Savings Performance Contracts, meeting the future mandated energy reduction targets will be more difficult because projects that yielded quick financial paybacks are already in place.


AOC’s sustainabity practices continue to produce reduc- tions in energy consumption, although the agency did not meet this last interim target ahead of the legislatively mandated 30 percent reduction by FY 2015. Table 38 and Figure 55 provide the six-year trend in AOC’s reduction of energy consumption.


Future Strategy Efforts: Looking ahead, AOC will continue to advance sustainability concepts into AOC business practices. The Capitol Power Plant continues to play an essential role in AOC’s long-term conservation efforts. These include forward-thinking strategies such as cogeneration, which is an energy-efficient and cost-effective way to generate both steam and electricity using one source of fuel. During FY 2015, Strategy Owners in this goal will continue to advance the initiatives aimed at updating building systems and leveraging internal knowledge with technology advances.


Strategic Objective 3.4: Provide Superior Project Delivery


AOC’s strategies for this objective include:


• Leverage best-in-class project management principles.


• Strengthen facilities planning.


Discussion: AOC’s Planning and Project Management (PPM) coordinates the strategy efforts under this objective, which comprise the normal duties of that office. Project delivery encompasses project management and facilities planning— key components of the planning efforts to maintain the facilities and grounds under AOC’s care.


In FY 2014, AOC focused on identifying and defining current project management and construction management processes, programs and practices in use across the jurisdictions and within central staff offices. The strategy team meets regularly and has been reviewing the three different types of projects conducted in the jurisdictions (in-house, Construction Division and third-party contractor). The team is using the Implementation Process Action Tool (IMPACT) tool developed by the Vision-to-Action research team under the auspices of the Construction Industry Institute (CII) Strategy Committee. The tool is


TABLE 37: Performance Indicator—Reduction in Energy Consumption, See Full Report, Page 83


TABLE 38: Reduction in Energy Consumption, See Full Report, Page 83


FIGURE 55: Reduction in Energy Consumption, See Full Report, Page 83

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