Table 33: Performance Indicator—Customer Satisfaction with Cleanliness, See Full Report, Page 79

initiative. For FY 2012–FY 2014, the target is based on the POWER initiative.

AOC uses a lagging indicator to confirm customer satisfaction with its cleaning program. The indicator is built on the biennial Building Services Customer Satisfaction Survey (BSCSS). Table 33 provides the FY 2014 overview of this performance indicator. AOC conducted the customer satisfaction survey annually through FY 2010, at which point it was temporarily suspended—results were rather consistent and building occupants were starting to show signs of survey fatigue. Starting in FY 2011, AOC redesigned the approach by shifting to a biennial cycle, simplifying the questions, and designing a completely new and innovative delivery mechanism that would enable AOC to establish a very customer-centric follow-on program. As a result of the re-design, no survey was conducted in FY 2012. While AOC originally scheduled the deployment of its BSCSS for the summer of 2014, the timing was not convenient for its customers since it interfered with a congressional recess during an election year. AOC has revised its survey schedule to deploy it biennially in non-election years, thus increasing the convenience of the survey for our customers. Table 34 and Figure 53 show survey results.

Future Strategy Efforts: Looking ahead, AOC has not planned any major changes to either the preventive maintenance or facility cleaning programs beyond sustaining and fine-tuning them. As the volume of program data increases, AOC will gain a more refined insight that will enable program adjustments where and as needed. To improve on the injuries and illnesses rate, AOC will continue to integrate safety, fire protection, environmental compliance and emergency preparedness considerations into operations and construction projects. Additional efforts will leverage evolving technologies and their impact on management. AOC operations rely heavily on a computer-aided facility management system that transitioned from desktop to Web-based in FY 2014. As the agency identifies the proper systems to use for various information needs and internal controls, AOC must monitor such transformations to integrate safety considerations into operations. For example, SharePoint technology will allow AOC to develop and implement an Asbestos Inventory Management and Permit Control System across the agency.

FIGURE 53: Customer Satisfaction with Cleanliness, See Full Report, Page 79

TABLE 34: Customer Satisfaction with Cleanliness, See Full Report, Page 79