Congress’ trusted partner of choice. The priorities focus on leveraging AOC’s core competencies and maximize AOC’s return on investment. These priorities include:

• Customer Service

• Risk Management

• Responsibility, Accountability, Trust and Engagement

• Facilities Planning and Project Management

Other efforts to focus AOC’s Strategic Vision included increasing the number of senior leaders involved in the implementation of the strategic goals and holding quarterly meetings for AOC’s Executive Leadership Team to focus on the agency’s strategic issues. AOC also held working sessions for employees designed to unify the organization, create enthusiasm and momentum, give managers support and demonstrate how to achieve the Strategic Vision in daily operations. AOC continues to utilize Logic Models to illustrate the path from conceptual design to implementation, as shown in Figure 36.

Performance Management AOC has published an annual PAR since FY 2005 as a means to promote transparency and accountability. AOC does this voluntarily, following the guidelines set for Executive Branch agencies under the Chief Financial Officers Act of 1990, the GPRA Modernization Act of 2010 and other Federal financial management regulations.

AOC strives to achieve a high level of performance in advancing its strategic goals and it uses objective data to drive performance management decisions. Since FY 2004, AOC has maintained an Executive Dashboard to monitor and manage performance. The Executive Dashboard, AOC’s primary tool to measure performance, has evolved since its inception to better reflect AOC’s mission and the Strategic Vision. Each year, AOC updates the Executive Dashboard to reflect the most relevant targets, data and strategies. As part of this effort, AOC adds indicators to track changing priorities or removes obsolete indicators that are no longer pertinent. In FY 2014, AOC added a full section in the Executive Dashboard to report the results of the Organizational Assessment Survey, expanded the information on overtime to four years prior, added temporary indicators to monitor the completion of performance evaluations, enabled the visualization by program of all AOC’s annual appropriations combined, and created sections geared towards safety specialists. AOC also enriched the Executive Dashboard with detailed energy usage intensity information at the building and utility level, as well as deviations from energy models, new charts to visualize the distribution of paid and unpaid leave, and extended drill-downs of all human capital indicators to the third organizational level (organization to Division to Branch).

As part of its performance management approach, AOC establishes long-term targets through the Strategic Vision and Five-Year Focus. Strategy owners and strategy teams work with process owners to develop performance targets. In a few instances, the goals, objectives and strategies do not lend themselves to target-setting. In these cases, the report describes accomplishments from throughout the fiscal year that reflect the objectives and AOC’s efforts to meet the goals. While these accomplishments often are not quantifiable, they are still important indicators of AOC’s performance. Specifically, two of AOC’s performance indicators, “Sustain Investment in Learning” and “Volume of Honor Awards” are monitored using volumetric indicators rather than performance measures. For these indicators, AOC established “intents” rather than targets. While these

FIGURE 36: Logic Model, See Full Report, Page 57