Future Strategy Efforts: In FY 2014, AOC will continue to roll out strategies geared towards evaluating current processes, looking for opportunities for improvement as well as expanding the adoption of best practices where beneficial.

Strategic Objective 1.3: Collaboratively Develop and Implement Standardized Processes, Policies and Programs

AOC’s strategies for this objective include:

• Create and engage in proactive risk management processes.

• Establish and implement a program that drives quality improvement throughout the agency.

• Build a consistent data framework to manage knowledge as an agency asset and drive productivity.

Discussion: In FY 2014, AOC efforts to build a consistent data framework to manage knowledge and drive productivity included initiatives to harmonize internal and external data structures aimed at using agency data as a strategic resource. This work will help define and solidify the data architecture and make managed metadata available agency-wide. Specifically, AOC’s Information Technology Division (ITD) played a lead role introducing SharePoint-based SQL Server Reporting Services (SSRS) to the agency, making more integrated and user-managed reporting capabilities available. AOC’s reporting system “power users” participated in a discussion of this change and ITD plans to help them migrate reports and skills to SSRS. Additionally, AOC started building on the efforts accomplished under the Data Management Strategic Initiative. As part of this work, ITD began building a SharePoint infrastructure to make key sharing points such as organization and location easily available to users.

AOC also focused on strengthening a culture of enterprise risk management. In summer of 2014, the Strategy Team held a Risk Management Summit and presented alternatives to the Executive Leadership team. The summit included discussing plans to foster a deeper understanding of risk context, identification, analysis, evaluation, treatment, and monitoring.

Once the Data Management Program and Enterprise Risk Management Program are established, AOC will include performance measures that align with those programs. Currently, AOC measures performance against this objective through the Procurement Acquisition Lead Time (PALT), a measure of AOC’s resource acquisition function. Table 20 provides the FY 2014 overview of this performance indicator. This indicator is a measure of the level of reproducibility of organizational processes. AOC Acquisition and Materials Management Division (AMMD) revised and normalized its acquisition processes to maximize efficiency and improve timeliness. AOC defined an optimum PALT for each acquisition type and measures performance against those standards.

SERVE • PRESERVE • INSPIRE

Ethel Clayborne

Human Resources Specialist, Payroll and Processing Branch, AOC Human Capital Management Division

Ethel Clayborne, Human Resources Specialist, regularly demonstrates the meaning of “One Team, One Mission.” She serves as the troubleshooter and go-to resource for AOC. She provides sound guidance to timekeepers, administrative officers and other human resources specialists on time and attendance issues. She also provides excellent support to her co-workers by encouraging them to strive for continuous improvement which resulted, in part, in a “no finding” determination for the FY 2013 financial statement audit. Ms. Clayborne truly demonstrates the core values of AOC by consistently demonstrating teamwork, integrity, pride and professionalism.