FIGURE 25 Key Performance Indicator Results
10 15 20
0 5
Use of applied measurement techniques to identify sources, validate data and generate meaningful information
Identification and implementation of authoritative sources, calculations and standards
Use of automated data collection systems whenever available 13 9 9
Use of automated data checking procedures in addition to manual verification
Target Met
Target Not Met Total KPIs: 31
Under Review
Analysis of data and identification of possible discrepancies for resolution
To further strengthen the implementation of the Strategic Plan, the AOC transitioned from separate business unit-level action plans to a single enterprise level Performance Plan in FY 2019. This Performance Plan defines a set of strategic initiatives intended to boost the agency’s ability to accomplish its strategic goals, as well as a governance framework to support effective executive engagement and key stakeholder accountability. The AOC will refresh the Performance Plan annually to adapt its approach to changes in internal and external operating environments. For more information on the AOC’s Strategic Plan, please refer to:
www.aoc.gov/publications.
Performance Management
As a legislative branch agency, the AOC is not required to report performance information but chooses to do so as a best practice for transparency and accountability. The AOC is not required to submit its performance results to the Office of Management and Budget (OMB) and this Performance Information section is not linked to the executive branch’s performance and accountability website, www.
performance.gov. Similarly, the AOC does not contribute to OMB’s Cross-Agency Priority (CAP) goals used to accelerate progress on select presidential priority areas where implementation requires active collaboration among multiple agencies.
Data Validation and Verification
The AOC is committed to ensure the completeness, reliability and quality of all performance data included in the PAR and has mechanisms in place to validate and verify the accuracy of reported information. These efforts primarily entail regular internal agency assessments that address standards and processes, data entry, transfer, integrity, limitations, stewardship and governance. The assessments occur frequently in the development stages of dashboards and reports to mitigate errors that may occur before deployment. Subject matter experts and agency executives regularly conduct performance data meetings. The AOC’s data validation and verification includes:
58 Section II • Performance Information
Implementation of controls such as restricting permissible values, flagging outliers for review and visualizing results for visual checks
Reviews by data owners and data users
Consolidation and deployment of enterprise tools for standardized reporting
Review and discussion of performance results with the Executive Leadership Team
Improve data integrity by ensuring that the agency’s internal reports and dashboards use the same data sources and support calculations
The AOC maintains documentation for each KPI. This documentation includes a description of the KPI’s relevance, data source and owners, the calculations used to build the KPI, data validation steps, definitions of relevant terms and a summary of data limitations and risks that might impair accuracy. The AOC uses this information to improve the validity, accuracy and depth of the data used to measure performance.
In FY 2019, the AOC was not required to have, nor did it fund, research or program evaluations related to the agency’s understanding of pro gram performance. As a result, this report does not include evaluation findings. However, the AOC conducted an internal evaluation of the gap between its strategic KPIs and mission areas to identify where performance measurements could help improve operational performance. For this effort, the agency’s leadership assessed where to focus future efforts to address risks, resource challenges and process improvement needs. Appendix H provides a summary of the changes to the KPIs tracked this fiscal year.
Key to Performance Results
Target Met
Target Not Met
Under Review
ARCHITECT OF THE CAPITOL
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