Exhibition, the team set up to evaluate the system requirements for the agency’s new Human Resources Information System, and the team tasked to evaluate the agency’s performance management system for continuing viability. Progress under this strategy is measured by AOC’s investment in learning. Table 13 provides the FY 2014 overview of this volumetric indicator.

TABLE 13: Volumetric Indicator—Sustain Investment in Learning, See Full Report, Page 62

AOC’s efforts to sustain learning and professional development in its workforce are monitored by the average per capita amount spent on education. Actual expenditures on training rose from $718.57 in FY 2013 to $867.74 per employee in FY 2014. The increase from the previous year speaks to AOC’s commitment to professional development and to devoting an adequate amount of resources to sustain learning.

This indicator does not have a target. It was established as an indicator to monitor the extent to which AOC sustains learning by dedicating resources to it, with the understanding that the level of resources is influenced by a host of internal and external factors, such as budget, staffing levels and timing. In addition to a noteworthy increase in per capita spending, the expansion of alternative programs such as ExCEL and the Architect’s Mobility Program has helped position the agency to sustain employee learning and development in an uncertain budget environment. Table 14 and Figure 38 provide trend data on AOC’s investment in learning.

Future Strategy Efforts: In FY 2015, AOC plans to continue to develop, test and deploy the new Human Resources Information System (HRIS). AOC is committed to improving its human resources practices, capitalizing on the capabilities of the new HRIS wherever possible, and avoid costly customizations to the system. For example, with the future deployment of an Enterprise Learning Module, AOC would gain the ability to put in place a more adequate set of performance indicators to monitor the extent to which AOC employees are learning. The new measurement data can then be used to fine-tune and improve training programs and evaluate the different initiatives geared towards employee growth.

TABLE 14: Investment in Learning (Per Capita Investment) Fiscal Year, See Full Report, Page 62

In FY 2015, AOC will roll out a new training effort, the Supervisory Academy Program. This program will serve as the baseline for training which all supervisors will be required to attend. The training will cover the foundational skills of leadership, including motivating employees and communication. This program will offer AOC supervisors opportunities to build their leadership skills, gain compre- hensive knowledge of AOC policies and procedures, and integrate supervisory competencies.

Additionally, AOC prepared the draft order “Documenting Business Policies and Procedures” in FY 2014 to assist AOC jurisdictions and organizations in documenting and sharing their significant business operating processes. The agency is reviewing the order and plans to finalize it in FY 2015. This order will establish an operational performance improvement framework that standardizes business pro- cess and procedure documentation across AOC.

FIGURE 38: Investment in Learning, See Full Report, Page 62