FIGURE 33: Strategic Goal Performance Results, See Full Report, Page 56

the strategies form the near-term focus (i.e., the “Five Year Focus”). In its published Strategic Vision, AOC identified 35 total strategies to achieve the strategic goals and objectives.

AOC implemented the Strategic Vision at all levels of the organization, as shown in the governance structure illustrated at Figure 34. Each strategic goal is represented by goal leads who are responsible for directing the goal’s implementation. In FY 2013, AOC increased the number of goal leads to approximately two per goal and implemented monthly meetings for the goal leads. In FY 2014, AOC sustained the change and added a monthly Strategic Vision progress review at the Executive Leadership Team (ELT) level to ensure maximum transparency in the process. Each focus strategy is assigned to individual strategy owners who are responsible for strategy teams that bring together employees from throughout the organization. As part of the communication effort, the strategy owners provided quarterly status reports to the ELT. These reports, made accessible to all employees, increased the understanding of the Strategic Vision and highlighted interdependencies among the strategies.

In an effort to better align its strategic efforts with the current operational and fiscal environment, AOC’s management conducted a comprehensive review of AOC’s strategic priorities and refocused strategic efforts on four of those priorities (one per goal) to strengthen AOC’s organizational culture. Figure 35 shows the criteria for prioritization. The priorities were identified based on their alignment with the Architect’s vision to make AOC

FIGURE 34: Strategic Vision Governance Structure, See Full Report, Page 56

FIGURE 35: Criteria for Prioritization Architect’s Vision, See Full Report. Page 56