A review of Michigan DOT’s Performance Drivers Mark Van Port Fleet, P.E. Deputy Chief Engineer Director- Bureau of Development Michigan Department of Transportation
Our state government has to be innovative and efficient in order to deliver the services citizens deserve with the revenue it has available…we will implement billions in structural reforms, bring innovation to government and deliver a new level of transparency and accountability in Michigan ~ Governor Rick Snyder 2
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Performance Management www.michigan.gov/openmichigan 4
Every department is engaged in transformational change projects to provide more efficient and customer-focused government. Projects are focused on: Improving alignment Reducing duplication Increasing cost savings Improving services Increasing partnerships 5
Conducting a statewide employee survey in two phases with improvement plans to follow… 6
Create a climate for change 1. Increase Urgency 2. Build Guiding Teams 3. Get the Vision Right Engage and enable the organization 4. Communicate and 5. Enable Action/ 6. Achieve Short-term Wins Build Awareness Remove Obstacles Implement and sustain the change 7. Don’t Let Up 8. Make it Stick 7
MDOT Scorecard Asset Management Governor’s Council Dashboard Infrastructure Dashboard Economic Growth Safety Condition Accountability Mobility FHWA Stewardship STC Measures Agreement MDOT Systems Measures
Capture all Federal Aid Trunkline Pavement Condition Trunkline Bridge Condition Deliver Trunkline Construction Program on Budget Support Modal Options to Provide Transportation Options
Complete Trunkline Bridge Inspections Deliver 2014 Projects Advance Innovations to Quicken Construction, Improve Quality, Support Economic Growth, and Improve Safety Regain Time to normal speeds after winter weather events. Manage Short and Long Term debt to optimize available funds.
Trunkline Pavement Condition Investment Scenarios Trunkline Pavement Condition Investment Scenarios 100% 90% 80% 70% 60% % Good/Fair 50% % Goo 40% 30% Optimal STF Revenue Needed $1.3 B thru Act51 formula 20% $450 M House Proposal 10% Match All Federal Aid 0% 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 Year Year
Use of Warrantee’s Performance Based Operations Use of Public Private Partnerships Innovation Advances ◦ e-Construction ◦ Auto issue Permits ◦ E-STIP
Initiated by Governor Snyder in August 2013 ◦ Regional initiative to coordinate service delivery and grow economy through local collaboration. ◦ Encompasses and coordinates infrastructure and economic development strategies. ◦ Establishes a common set of geographical boundaries for all state agencies. How does MDOT fit into this strategy? ◦ Ultimately, improved state coordination will lead to improved coordination with our local partners. ◦ This will be a tremendous benefit as we collectively look to accommodate and attract economic development opportunities.
General Fund Transfers 3 years straight Requiring more efficiencies Significant initiatives ◦ e-project ◦ E-stip ◦ Innovative contracting
4DX
The Four Disciplines of Execution The Four Disciplines of Execution Chris Chris McChes McChesney Sean Sean Jim Jim Covey Covey Huling Huling
The problem is not a lack of planning, but a failure to implement or execute plans which have been developed. Why are plans not executed?
Focus on Wildly Important Act on Lead Measures Keep A compelling Scoreboard Cadence of Accountability
A WIG is always stated in the form: “From X to Y by when” For example: “Overall company sales will increase from $1.2 million/year to $1.6 million/year by December 31, 2014.”
What is a “cadence What is a “cadence of accountability” of accountability” and how is it created? and how is it created? • Each team holds weekly WIG Meetings WIG Meetings • WIG meetings are brief – maybe 15 minutes • Only WIG-related information is discussed • A specific WIG meeting format is followed
Now to put theory into practice… Now to put theory into practice… Implementation of 4DX at the Michigan Department of Transportation • Part of the Good Government in Action initiative (GGiA) • Some MDOT Regions implemented 4DX over 2 years ago • Decision made in 2012 to implement 4DX department-wide • FranklinCovey trained staff in 2012 • Launched state-wide in February 2013
Focus on the Wildly Important A department-wide WIG was selected: “Improve customer satisfaction from 73% to 80% by 12/31/2013, measured by both general public satisfaction and direct customer interactions.”
Keep a Compelling Scoreboard Office of Human Resources Office of (OHR) Operations Administrative Services (OOAS) International Bridge Authority (IBA)
Create a Cadence of Accountability Senior Management Senior Management CHAMPION CHAM PION CHAM CHAMPION PION CHAMPION CHAM PION Team Manager Team Manager Team Manager Team Manager Team Manager COACH COACH TEAM TEAM TEAM TEAM TEAM TEAM TEAM TEAM TEAM TEAM MAN MANAGER MANAGER MAN MAN MANAGER MAN MANAGER MAN MANAGER Member Member Member Member Member Member Member Member Member Member Member Member Member Member Member
But does it work? “The proof of the pudding is in the eating.” Many work areas report operational success stories; here are the two examples mentioned earlier: Financial Operations Division Financial Opera ions Division Office of Economic Office of Economic Develop Development ent 5 Years → 1.8 Years $2.5 M → $30M 5 Years 1.8 Years $2.5 M $30M Obligated Obligated 64% Reduction in Cycle Time! 64% Reduction in Cycle Time! 145% 145% of of Goal! Goal!
Other benefits… Improved team building as groups work together Work areas learned about each other Scoreboards were motivational for some staff; they looked forward to the next update
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