development programs that provided opportunities to expand leadership and technical skills.
These strategies focus on the development of an internal pipeline of qualified candidates. The AOC’s career development programs, which include the Architect’s Mobility Program, provide staff with opportunities to cross-train and develop skill sets so they will be better able to fill positions as vacancies occur.
As the AOC looks to the future, its strategic workforce planning efforts will mitigate employee recruitment and retention challenges and allow the agency to identify and meet its staffing needs. The completion of the talent acquisition plans will include hiring strategies for skilled trade positions and other mission critical positions, and the agency will continue to use recruitment and retention incentives to fill positions as appropriate. To retain the workforce, the AOC will continue to provide employees with career advancement opportunities and implement enhancements to the learning and performance management systems.
Workplace Safety and Health
Challenge: The AOC is responsible for providing a safe and healthy environment for all who work in or visit the Capitol campus. Agency leadership strives to meet this responsibility by integrating safety and fire protection planning, environmental compliance and emergency preparedness into its operations and projects. Ensuring access to public buildings and preserving the AOC facilities’ historic and architectural integrity while meeting the safety and security requirements of the Capitol campus is a significant management challenge.
AOC Initiatives: The AOC is focused on supporting a robust culture of safety. The agency continually works to integrate precautionary measures into its operations and construction projects. This fiscal year, the AOC’s safety team supported construction projects across the Capitol campus, from their design through the receipt of a certificate of occupancy. This support included design reviews, fire and life safety code compliance, fire alarm testing, walk-through inspections, construction specifications and hazardous waste management.
This fiscal year, the AOC’s injuries and illnesses (I&I) rate was 2.23 per 100 employees, a significant decrease of 0.56 (20 percent) from the FY 2018 rate of 2.79. This reduction is attributable to an improved process to share best practices across the agency. This fiscal year, the AOC also continued to familiarize employees with the Safety Observations and Reflections (SOAR) program, which promotes a culture of safety for all employees. The AOC created an agencywide SOAR application and management dashboard to record workplace observations, encourage more safety conversations between staff and supervisors, support better data analysis and enhance management’s awareness of workplace hazards and safety issues.
2019 PERFORMANCE AND ACCOUNTABILIT Y REPORT
The AOC’s safety programs promote a robust safety culture that recognizes and manages risks and improves safety compliance. Shown above, a member of the Capitol Grounds and Arboretum jurisdiction inspects an AOC vehicle.
In addition, the AOC launched an Integrated Safety Management System (ISMS) in FY 2019. The ISMS is based on a proactive, enterprisewide approach to incorporating standard safety practices. It also addressed better communications to improve safety culture and awareness (see Capitol Highlights: Integrated Safety Management System). In conjunction with these efforts, the agency created an electronic tracking tool so that inspectors could document findings and easily create work orders to correct identified hazards. To aid in implementation, the agency provided training on both the new electronic tools and hands- on training for inspectors.
The complex nature of the AOC and the partnerships with various emergency support agencies necessitates strong emergency response planning. In FY 2019, the AOC assisted jurisdictions in updating their emergency action response plans. In addition, the AOC developed and coordinated exercises focused on emergency incident communications. A campuswide emergency preparedness training exercise tested communications capabilities; more than 130 employees participated in the exercise. The agency also developed and piloted an emergency preparedness training program for the CVC that covered topics such as active shooter and incident response.
Looking ahead, ongoing management reviews of safety data will assist leadership in assessing safety risks and implementing mitigation efforts. The AOC will continue to align safety programs with the ISMS framework to further develop a robust safety culture, recognize and manage risks and improve safety compliance.
Management’s Discussion and Analysis • Section I
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