A review of Michigan DOTs Performance Drivers Mark Van Port Fleet, - - PowerPoint PPT Presentation

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

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www.michigan.gov/openmichigan

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Performance Management

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

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Conducting a statewide employee survey in two phases with improvement plans to follow…

Implement and sustain the change

• 7. Don’t Let Up
• 8. Make it Stick

Engage and enable the organization

• 4. Communicate and

Build Awareness

• 5. Enable Action/

Remove Obstacles

• 6. Achieve Short-term Wins

Create a climate for change

• 1. Increase Urgency
• 2. Build Guiding Teams
• 3. Get the Vision Right

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Governor’s Infrastructure Dashboard Economic Growth Safety Condition Accountability Mobility

STC Measures FHWA Stewardship Agreement MDOT Scorecard Asset Management Council Dashboard 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

• ptimize available funds.

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 % Goo % Good/Fair Year Year

Trunkline Pavement Condition Investment Scenarios Trunkline Pavement Condition Investment Scenarios

Optimal STF Revenue Needed $1.3 B thru Act51 formula $450 M House Proposal Match All Federal Aid

 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

• pportunities.

 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

Jim Jim Huling Huling

Chris Chris McChes McChesney

Sean Sean Covey Covey

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”

• f 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

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.”

Focus on the Wildly Important

Keep a Compelling Scoreboard

Office of Operations Administrative Services (OOAS) Office of Human Resources (OHR) International Bridge Authority (IBA)

Create a Cadence of Accountability

TEAM TEAM

MAN MANAGER Member Member Member Member

CHAM CHAMPION PION

Team Manager

TEAM TEAM

MAN MANAGER Member Member

TEAM TEAM

MAN MANAGER Member Member Member

TEAM TEAM

MAN MANAGER Member Member Member Member

TEAM TEAM

MAN MANAGER Member Member

CHAM CHAMPION PION

Team Manager Team Manager

CHAM CHAMPION PION

Team Manager Team Manager

Senior Management Senior Management

COACH COACH

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:

Office of Economic Office of Economic Develop Development ent

$2.5 M $2.5 M → $30M $30M Obligated Obligated 145% 145% of

• f Goal!

Goal! 5 Years 5 Years → 1.8 Years 1.8 Years 64% Reduction in Cycle Time! 64% Reduction in Cycle Time!

Financial Opera Financial Operations Division ions Division

Other benefits…

Improved team building as groups work together Scoreboards were motivational for some staff; they looked forward to the next update Work areas learned about each other