1. Using Dashboards to Increase accountability and Transparency
Jay Styles, Director of Performance and Strategic Planning
August 15, 2017

2. Suite of Internal and External Tools
Business Transformation Office – July 2017

3. Public Perception of VDOT in 2002
Confused lines of responsibility and accountability
Needed “a room full of people” to assess project status
Prevailing refrains:
“It costs what it costs”
“It’ll be finished when it’s finished”
Public perception was of poor management
and promises not kept
“VDOT is in shambles with little credibility left
either inside or outside the agency.”
(Washington Post; April 10, 2002)
Business Transformation Office – August 2017

4. VDOT Dashboard Focus on a few key metrics Give the public an overview
Let the viewer choose the level of detail they want to see
Business Transformation Office – August 2017

5. VDOT Dashboard – A Drilldown
Drilling down to Level 1 allows the viewer to find information on on-time and on-budget performance by Fiscal Year, District, and Funding Source
Going further down to Level 2 allows the viewer to see contract-level performance and information
The last level shows all of the details of the project, including the contractor and contact information
Business Transformation Office – August 2017

6. District Performance Report
Drill Down Further Internally
Business Support Performance Report
District Performance Report
Unified message from Chief Deputy Commissioner
Clear message on expectations of Central Office support
Enhances cross-functional learning and breaks down silos
Allows for analysis of dependent activities impacting performance [i.e. Right of Way and Environmental activities]
Unified message from Chief Engineer
Clear and consistent expectations
Evolved from individual district focus to holistic view
Opportunity for Chief Engineer to set challenges
Business Transformation Office – August 2017

7. SMART SCALE DASHBOARD (dashboard.vasmartscale.org)
Goal: Deliver a Dashboard that clearly shows the progress of Smart Scale Projects.
Develop business rules for measuring implementation of Smart Scale projects including measurement of on-time and on-budget performance
Develop method of providing predictive indicators for project performance
Track overall program performance as well as individual project performance
Development - Red/Yellow/Green is determined by Key Activities; Delivery – rules under review
“Managing the Yellow”
Yellow and Red activities can recover to Green
Business Transformation Office – August 2017

8. Business Transformation Office – August 2017

9. Lessons Learned KISS (Keep it Simple…)
Focus on a small number of measures that have greatest impact on Agency performance and report these publicly, while tracking & reporting other measures internally
Utilize new tools and realize that reports are only as good as the data entered
Demonstrate good stewardship of the taxpayer’s funds, in a very public way
Focus, Focus, Focus
Business Transformation Office – August 2017

10. Jay Styles, Director of Performance and Strategic Planning
Business Transformation Office