used: (1) to identify and define the gap that exists between the initial step of establishing a vision for new practices and the overall implementation process and (2) to help organizations find the best ways to address the challenge of closing that gap. In FY 2014, AOC sent out the initial IMPACT survey. AOC will use survey responses to identify project management best-in-class practices internally and externally and determine any existing gap that needs to be filled.

AOC also focused on developing a Facility Asset Management Plan. The strategy team for this effort also met regularly and focused on knowledge building. Similar to the above strategy, the team is also currently utilizing the IMPACT Tool from CII and will review the questionnaire results to better understand knowledge gaps in AOC’s processes.

AOC measures progress under this initiative through the combined results of the Design Projects Customer Satisfaction Survey and the Construction Projects Customer Satisfaction Survey. Table 39 provides the FY 2014 overview of this performance indicator.

Satisfaction with PPM’s design and construction project services continues to exceed the target for this indicator for the third consecutive year. The Design Services, Project Management and Construction Divisions continue to deliver design and construction projects that are rated as satisfactory by the overwhelming majority of surveyed clients. This year, 100 percent of projects evaluated were rated by clients as satisfactorily completed. This result reinforces the importance that AOC puts on project delivery, one of the four strategic focus areas for FY 2014. Table 40 and Figure 56 provide the six-year trend for the combined ratings of the surveys.

Future Strategy Efforts: In FY 2015, AOC will identify project management best-in-class practices internally and externally using the initial IMPACT survey results. Next steps will include implementing those practices that align with AOC and monitor the results. The team also plans to design and implement a talent development program that fosters a culture of continuous improvement and learning. Future facilities planning efforts include reviewing the survey results to understand any knowledge gaps in AOC’s facility management processes. The strategy team also plans to develop a Planning Excellence Program, as well as a Planning Engagement Strategy. The Planning Excellence Program is aligned with this objective’s strategy to leverage best-in-class project management principles and uses the concept of positive deviance. Through this approach, AOC identifies best practices among current project management and construction management processes and applies these practices to all units. Through the Planning Engagement Strategy, AOC will develop a comprehensive Facility Asset Management Plan and integrated planning process to guide AOC construction projects, each with a relevant engagement and outreach component. The plan provides a broad perspective of the assets entrusted to AOC’s care while maintaining an adequate level of detail to drill down to individual facilities.

TABLE 39: Performance Indicator—Customer Satisfaction with Projects, See Full Report, Page 84

TABLE 40: Customer Satisfaction with Projects, See Full Report, Page 84

FIGURE 56: Customer Satisfaction with Projects, See Full Report, Page 84