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Continuing the Journey

    Organizational Efficiency and Effectiveness Improvements

  • Promoted accountability and improved transparency through the Dashboard, which enables the public to review VDOT's performance in critical service areas: construction, maintenance, finance, operations, safety, engineering and the environment
  • Established on-time and on-budget performance goals for VDOT and realized significant improvement in the agency's program delivery:

      Measure
      2002
      FY2007 YTD
      Construction On-Time
      20%
      90%
      Construction On-Budget
      51%
      90%
      Maintenance On-Time
      38%
      79%
      Maintenance On-Budget
      59%
      89%
      Construction Quality (CQIP)
      89.8%
      90.9%

      • Developed a Quarterly Report to convey our progress to the public and our stakeholders
      • Improved data integrity for project management and cash management by establishing policies and procedures and assigned accountability
      • Implemented an Asset Management System that tracks asset conditions
      • Established pavement and bridge performance targets:

      Measure
      FY06 Results
      FY07-08 Targets
      % of Interstate Pavements
      Rated Deficient
      17.1%
      No more than 18%
      % of Primary Pavement
      Rated Deficient
      15.8%
      No more than 18%
      % of Bridges rated as Needing
      Repair/Rehabilitation FY06 Results
      38.6%
      No more than 40%

      • Eliminated $867 million of project deficits
      • Improved internal financial controls — implementing recommendations contained in the Auditor of Public Accounts' (APA) Special Review of Cash Management and Capital Budgeting Practices. In its 2002 audit, APA listed 50 findings. To date, all 50 have been addressed and 21 have been resolved. A 2006 audit by the Auditor of Public Accounts found no reportable findings for VDOT.
      • Guaranteed project budgets — ensured that the total funds allocated to any highway construction project are equal to total expenditures within 12 months following completion of the project (per Section 33.1-12 of the Code of Virginia)
      • VDOT construction projects in excess of $100 million have approved financial plans to ensure that necessary revenues will be available when the project is ready to proceed.
      • Developed a Project Cost Estimation System to ensure reliable, consistent cost estimates on all projects
      • Implemented an updated revenue estimating system based on the official state forecast by the Virginia Department of Taxation
      • Created an automated information-management system called the FOIA Tracker that tracks Freedom of Information requests submitted to VDOT to ensure requests for records and data are handled in a customer-friendly manner and responded to quickly, accurately and in conformance with statutory requirements


      • Page last modified: Wednesday, January 16, 2008