STRATEGY
Each business unit works to strengthen collaboration and alignment to a shared purpose, with partners within and across business units by improving communication, clarifying roles and responsibilities and/or improving processes.
Each business unit establishes opportunities for its employees to work in, or closely collaborate with, the employees in other business units and establishes opportunities for employees from other business units to work in or closely collaborate with its own business unit.
STRATEGIC INITIATIVE
Communities@AOC Compass redesign
Integrated inventory management system
offer opportunities for employees who occupy career-limiting positions and lack qualifying experience to enter other career fields. As shown in Figure 42, the AOC met this target for the third straight year.
Cross-Organizational Employee Opportunities (OTOM KPI 3)
Talent Hub (FY 2020) Analysis of FY 2019 Results
The AOC measured progress toward this objective through six KPIs. The AOC did not conduct the peer survey in FY 2019 and, therefore, the AOC only measured three of the six KPIs associated with this objective. The AOC also made progress toward this objective through a strategic initiative to create communities of practice that provide forums for employees to share experiences and collaborate on establishing best practices. The AOC proposed four communities as pilot organizations. In addition, the AOC worked on a redesigned internal website to provide employees with better access to content and improve intra-agency communications.
Business Units With Successfully Implemented Partnering Plans (OTOM KPI 1)
This annual KPI measures the prevalence of partnering plans across the agency. Partnering plans ensure that business units coordinate cross-organizational work — driving employee collaboration, communication and alignment. The AOC’s target for this KPI is that 100 percent of business units implement their plans during the fiscal year. In FY 2019, 58.8 percent of AOC business units implemented their plans, falling short of the target for the first time in three years. See Figure 41.
Employees Placed in Cross-Organizational Opportunities (OTOM KPI 2)
This annual KPI provides an indication of the AOC’s success in promoting increased collaboration across business units and in sharing enhanced knowledge, lessons learned and best practices to assist each jurisdiction in its own operations. The target for this KPI is for each business unit to place the equivalent of 2 percent of their workforce in cross- organizational opportunities — e.g., official detail assignments and acceptance into the Architect’s Mobility Program (AMP) that
2019 PERFORMANCE AND ACCOUNTABILIT Y REPORT Performance Information • Section II 77
This annual KPI measures the AOC’s success in promoting increased internal collaboration by looking at the number of business units that created opportunities for employees from outside their organization to work in their organization. The target for this indicator is for 100 percent of business units to make cross-organizational opportunities available to an equivalent of 2 percent of its workforce. As shown in Figure 42, this fiscal year, 88.2 percent of business units created opportunities and welcomed employees from other business units in FY 2019. The AOC’s large volume of projects and office moves kept personnel at capacity and limited the availability of cross-organizational opportunities within the agency. This is the second consecutive year the agency missed the target for
this KPI.
FIGURE 41 Business Units With Successfully Implemented Partnering Plans
0% 25% 50% 75% 100%
100% 94.1% 58.8%
2017 Actual
2018 Fiscal Year Target = 100% of all Business Units
Definition Percentage of business units that successfully implemented partnering plans
Source AOC FY 2019 Reporting Tool, October 16, 2019
Target 100% of Business Units
2019
Number of KPIs
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