Strategic Objective 3.1: Preserve, Enhance and Protect AOC Facilities and Landscapes

AOC’s strategies for this objective include:

• Leverage technologies to improve facility management and increase operational efficiency.

• Establish a world-class facility cleaning program.

• Establish a world-class landscapes and gardens program.

• Integrate safety, security and preservation principles into business operations.

Discussion: AOC focused its FY 2014 efforts under this objective on strengthening information resource structures so that information on Capitol Hill facilities and landscapes can be more easily accessed, understood and utilized. As part of this facility management improvement effort, the strategy team focused on using SharePoint as an effective tool and AOC applied the necessary information technology resources to make this an enterprise class service. The strategy team for this effort also formed a governance group to establish a SharePoint structure that will enable data consistency across AOC. The group started meeting and plans to establish managed metadata to leverage technology and increase operational efficiency.

AOC also identified the technology necessary to visually document historic facilities and landscape features and make the results easily accessible for project planning and execution. AOC’s Photography Branch produced three-dimensional point clouds using laser scanning technology and initiated research into the production of a generic metadata application. This work will help standardize metadata fields that are embedded in photographs captured from a variety of AOC sources. The Branch also adapted existing film and digital equipment to create an innovative solution joining single-shot digital photography to traditional view cameras. This extends AOC’s ability to shoot geometrically distortion-free architectural and construction photography.

AOC developed a collaborative means to access historic preservation information. AOC’s Planning and Program Management (PPM) office fostered the creation of a standing Preservation Review Group that meets quarterly. The group, which includes representatives from AOC’s Curator Division, PPM’s Architecture Branch, and AOC’s Historic Preservation Officer, provides a forum suited to producing results on this strategy.

AOC utilizes four indicators to track progress against this objective. Preventive Maintenance Work Orders Timeliness provides a measure of AOC’s stewardship of the national treasures entrusted to its care. Adherence to Cleaning Standards is a leading indicator of customer satisfaction with AOC’s cleaning program. AOC’s Injuries and Illnesses Rate provides a means for AOC to monitor the outcomes of the safety program and reflects AOC’s success integrating safety into its business operations. AOC has a number of ongoing initiatives related to safety and tracks the injuries and illnesses rate as a lagging indicator. The fourth performance indicator, Customer Satisfaction with Cleanliness, is a biennial lagging measurement of customer satisfaction with this very important building service. Tables 27, 29, 31 and 33 provide the FY 2014 overviews for these performance indicators.

SERVE • PRESERVE • INSPIRE

Chrissy Weidner

Office of Security Programs Assistant Director, Mission Support Division, AOC Capitol Police Buildings, Grounds and Security

Chrissy Weidner, Management/Program Analyst, exhibits and encourages others to exhibit the highest level of customer service to the customers and stakeholders of AOC Capitol Police Buildings, Grounds and Security. She lives out the “ROC star” (Responsive, taking Ownership, and being Courteous) motto by acknowledging the needs and requests of her customers, providing personalized and proactive support, and treating others with the highest level of respect and courtesy in the daily execution of the tasks assigned to her.