TABLE 4 Strategic Goals and Objectives STRATEGIC GOALS
1. MAINTAIN AWE-INSPIRING FACILITIES
STRATEGIC OBJECTIVES
1. Reliably deliver high-quality capital projects 2.
2. PROVIDE EXTRAORDINARY SERVICES 1. 1.
3. FOSTER AN INNOVATIVE AND EMPOWERED WORKFORCE
Preserve, maintain and operate facilities, cultural and natural resources at the highest quality levels
Demonstrate our expertise while exhibiting responsiveness, ownership and courtesy to all internal and external customers
Strengthen employee performance through improved development and accountability practices
2. Cultivate high employee engagement in the workplace 3. Provide for the security and safety of every AOC employee
1.
4. OPERATE AS ONE TEAM, DEDICATED TO ONE MISSION
Support the success of others by prioritizing the AOC’s mission, values, vision and goals ahead of the interests of any individual, work group or business unit
2. Strategically plan, allocate and manage resources AOC-wide
In FY 2019, the AOC developed an enterprise level Performance Plan that defines a set of strategic initiatives that boost the agency’s ability to accomplish its strategic goals and objectives. The plan also identifies the KPIs that assess progress toward the performance outcomes in the Strategic Plan. The Performance Plan covers two years and the AOC updates the plan annually. The FY 2019–2020 Performance Plan identifies 31 KPIs. Indicators measure performance against an established target or establish a baseline of performance, as required under the GPRA Modernization Act of 2010 (GPRAMA). When available, up to five years of historic data are provided for trend comparison. Table 5 indicates the number of objectives and KPIs associated with each goal.
TABLE 5 Strategic Objectives and Key Performance Indicators by Strategic Goal
STRATEGIC GOAL
STRATEGIC OBJECTIVES
KEY
PERFORMANCE INDICATORS
Maintain Awe-Inspiring Facilities 25
Provide Extraordinary Services 14
Foster an Innovative and Empowered Workforce 313
Operate as One Team, Dedicated to One Mission 29
Total 14 8 Section I • Management’s Discussion and Analysis 31 ARCHITECT OF THE CAPITOL
In FY 2019, the AOC met the performance targets for 13 KPIs and did not meet the target for 9 of the KPIs that had a performance target for this fiscal year (see Figure 9). The AOC classified nine KPIs as "Undergoing Review" for performance measures that the agency is reevaluating and improving to ensure data quality. As part of ongoing efforts to strengthen and improve its performance management structure, the AOC began evaluating changes for its KPIs in FY 2020 and FY 2021 (for more detail, each strategic objective’s future strategies and KPIs are provided in Section II: Performance Information).
Data Validation and Verification
In accordance with the GPRAMA, the AOC strives to ensure the completeness, reliability and quality of all performance measurement data and has the mechanisms in place to validate and verify the accuracy of information collected and reported. Validation and verification of performance data supports the accuracy and reliability of this information, reduces the risk of inaccurate data and provides a sufficient level of confidence that the information is credible. At the AOC, these efforts include internal agency assessments that address standards and procedures, data entry and transfer, data integrity, data quality, data limitations and oversight.
The assessments occur frequently in the development stages of dashboards and management reports. Subject matter experts and agency executives regularly conduct performance data meetings.
LONG-TERM SUPPORT GOALS
PROGRAM-ORIENTED GOALS
Page 1 |
Page 2 |
Page 3 |
Page 4 |
Page 5 |
Page 6 |
Page 7 |
Page 8 |
Page 9 |
Page 10 |
Page 11 |
Page 12 |
Page 13 |
Page 14 |
Page 15 |
Page 16 |
Page 17 |
Page 18 |
Page 19 |
Page 20 |
Page 21 |
Page 22 |
Page 23 |
Page 24 |
Page 25 |
Page 26 |
Page 27 |
Page 28 |
Page 29 |
Page 30 |
Page 31 |
Page 32 |
Page 33 |
Page 34 |
Page 35 |
Page 36 |
Page 37 |
Page 38 |
Page 39 |
Page 40 |
Page 41 |
Page 42 |
Page 43 |
Page 44 |
Page 45 |
Page 46 |
Page 47 |
Page 48 |
Page 49 |
Page 50 |
Page 51 |
Page 52 |
Page 53 |
Page 54 |
Page 55 |
Page 56 |
Page 57 |
Page 58 |
Page 59 |
Page 60 |
Page 61 |
Page 62 |
Page 63 |
Page 64 |
Page 65 |
Page 66 |
Page 67 |
Page 68 |
Page 69 |
Page 70 |
Page 71 |
Page 72 |
Page 73 |
Page 74 |
Page 75 |
Page 76 |
Page 77 |
Page 78 |
Page 79 |
Page 80 |
Page 81 |
Page 82 |
Page 83 |
Page 84 |
Page 85 |
Page 86 |
Page 87 |
Page 88 |
Page 89 |
Page 90 |
Page 91 |
Page 92 |
Page 93 |
Page 94 |
Page 95 |
Page 96 |
Page 97 |
Page 98 |
Page 99 |
Page 100 |
Page 101 |
Page 102 |
Page 103 |
Page 104 |
Page 105 |
Page 106 |
Page 107 |
Page 108 |
Page 109 |
Page 110 |
Page 111 |
Page 112 |
Page 113 |
Page 114 |
Page 115 |
Page 116 |
Page 117 |
Page 118 |
Page 119 |
Page 120 |
Page 121 |
Page 122 |
Page 123 |
Page 124 |
Page 125 |
Page 126 |
Page 127 |
Page 128 |
Page 129 |
Page 130 |
Page 131 |
Page 132 |
Page 133 |
Page 134 |
Page 135 |
Page 136 |
Page 137 |
Page 138 |
Page 139 |
Page 140 |
Page 141 |
Page 142 |
Page 143 |
Page 144 |
Page 145 |
Page 146 |
Page 147 |
Page 148 |
Page 149 |
Page 150 |
Page 151 |
Page 152 |
Page 153 |
Page 154 |
Page 155 |
Page 156 |
Page 157 |
Page 158 |
Page 159 |
Page 160 |
Page 161 |
Page 162 |
Page 163 |
Page 164 |
Page 165 |
Page 166 |
Page 167 |
Page 168 |
Page 169 |
Page 170 |
Page 171 |
Page 172 |
Page 173 |
Page 174 |
Page 175 |
Page 176 |
Page 177 |
Page 178 |
Page 179 |
Page 180 |
Page 181 |
Page 182 |
Page 183 |
Page 184 |
Page 185 |
Page 186 |
Page 187 |
Page 188 |
Page 189 |
Page 190 |
Page 191 |
Page 192 |
Page 193 |
Page 194 |
Page 195 |
Page 196 |
Page 197 |
Page 198
