Strategic Objective 4.1: Provide Extraordinary Client Services

AOC’s strategies for this objective include:

• Improve AOC service delivery for both internal and external customers and clients.

• Increase efficiencies and transparency in the AOC acquisition process.

• Enhance AOC efficiency through integrated services.

Discussion: AOC’s FY 2014 focus included establishing a Customer Service program. The strategy team presented the AOC Customer Service Philosophy and Standards of Behavior to the Executive Leadership Team and received approval to proceed with its implementation. The team is currently working on the program plan, training plan, and a video message to roll out the new philosophy and behaviors to all AOC employees.

AOC also focused on providing structure and increasing transparency and efficiency for the agency’s acquisition process. As part of this work, the Acquisition and Materials Management Division (AMMD) developed a new Contracting Manual to guide procurement activities at AOC, including mandatory requirements that must be complied with when purchasing goods and services using appropriated or revolving funds. The Manual was signed by the Architect in March 2014 and its roll out began. To help increase efficiency of the acquisition process, AMMD sponsored multiple training sessions on the new Contracting Manual throughout the fiscal year.

The Information Technology Division (ITD) continues to work tirelessly to reimagine, recharge, and reshape AOC’s enterprise IT. Their goal is to provide AOC staff with modern equipment and business software to support them in accomplishing the mission. ITD retired end-of-life equipment and regularly tech-refreshed aging technology, within fiscal constraints.

AOC measures progress against this objective through three performance indicators. Service Request Work Orders Timeliness tracks service request work orders completed as scheduled, Building Services Customer Satisfaction Survey (BSCSS) results captures satisfaction levels with key areas such as service delivery, cleanliness and building condition, and Perception of Internal Service Provider (ISP) Improvements measures perceived improvements in service delivery from AOC’s internal service providers. Tables 41, 43 and 45 provide the FY 2014 overviews of these performance indicators.

AOC measures progress against this objective through the timeliness of completing service request work orders. Service requests may include a multitude of tasks, such as creating custom cabinetry, hanging pictures, supporting

TABLE 41: Performance Indicator—Service Request Work Orders Timeliness, See Full Report, Page 86

TABLE 42: Service Request Work Orders Timeliness, See Full Report, Page 86

FIGURE 58: Service Requests Work Order Timeliness, See Full Report, Page 86