produced a Personal Property Manual to guide staff through the personal property life cycle and a Fleet Manual to guide personnel through the process of obtaining AOC owned and leased vehicles.

• AOC significantly streamlined its policy development and revision process to formally document and facilitate policy actions such as new requests, revisions, administrative changes, periodic review and rescissions.

• AOC continued to make progress in using resources efficiently. For example, AOC reduced fuel oil consumption for boiler operations at the Library Buildings and Grounds’ (LBG’s) Packard Campus by more than 23,000 gallons per year—lowering annual utility costs by $70,000.

• AOC developed a comprehensive maintenance program at LBG’s Machine Shop. The program eliminated the requirement for a separate contract to maintain exterior doors and saved AOC an estimated $100,000.

• AOC continued strengthening and expanding its Internal Control Program, including revising the Internal Control policy, creating a procedure implementation manual and developing a training syllabus (all for implementation in FY 2015). This will help ensure controls are integrated and that standardized procedures for monitoring and testing are in place.

• AOC held quarterly risk summits and is in the process of developing an enterprise risk management plan to identify, analyze, evaluate, treat and monitor agency risks.

• AOC expanded the use of WebTA, its online time system. In December 2013, the HOB Superintendent’s Office begin requiring that all employees use WebTA in processing leave requests and log on to computer accounts at least once a week to review email, check job announcements, read AOC publications, and conduct other AOC related business. Expanded use of WebTA at the HOB alone has reduced paper usage by an estimated 10,000 sheets per month, increased reporting measures, kept employee accounts active, and decreased the time supervisors spend on processing leave requests by an estimated combined 40 hours per week.

• Through the joint efforts of a cross-section of the agency, AOC received the Association of Government Accountants’ Certificate of Excellence in Accountability Reporting for its FY 2013 Performance and Accountability Report—the third consecutive year the agency has won the CEAR Award.

• AOC utilized a pool of nearly 90 volunteers to provide valuable assistance at the Capitol Visitor Center (CVC). Volunteer support included wayfinding assistance and support for many specialized school programs.

• AOC gave back to the local community and encouraged the next generation of architects and engineers as several staff members volunteered to teach classes and mentor students at Phelps High School. AOC also participated in the District of Columbia High Schools’ Mentorship Program by mentoring two high school students.

SERVE • PRESERVE • INSPIRE

Theon Parker

General Foreman of the Operations Division, AOC Library Buildings and Grounds

Theon Parker possesses the dedication and professionalism that enables AOC to provide exceptional client service and meet the mission to maintain the Library of Congress’ buildings and the collections within. Theon has oversight for the daily operations of all mechanical/electrical systems within the Library’s facilities. He conducts himself in a professional manner and has proven to be an exceptional leader. Theon motivates by example and always promotes a diligent and thorough work ethic. Theon’s leadership style has proven influential and has motivated the entire organization to excel.