# Presentation: 259503

## Department of the Interior ABC Steering Committee Executive Dashboard of the Activity Based Costing/ManagementSystem23 July 2003

***Department of the Interior ******ABC Steering Committee****** ******Executive Dashboard of the ******Activity Based Costing/Management******System******23 July 2003***

## Agenda

**Executive Dashboard - begin discussion of the process to develop the DOI Executive Dashboard**
**Review the requirement**
**Discuss pitfalls of many executive dashboard requirements**
**Discuss comments received from MIT sub-team on Planning, Budget and Financial integration**
**Explain concept for dashboard**
**Show an example **
**Timeline to develop**

## Performance Module

**Provide data and information on workload, progress and performance **
**Provide staff with ability to input workload and performance data**
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## ABC/M Reporting Module

**Deliver data and information to calculate the total cost of all activities**
**Evaluate the relationship of cost and output by activity**
**Analyze full cost, unit and indirect and direct cost**
**Analyze all costs over time**
**Display costs in a matrix format **

## Executive Dashboard Module

**	****At-a-glance report to senior Interior executives containing high priority workload and performance data, associated cost data, some level of PMA data, and other critical data**

## Pitfalls to Many Dashboards

**Dashboard employed by many companies often result in:**
** ****Identification of many metric **
** ****Slick-looking dashboard**
** ****However these efforts often flawed, because:**
**End up with many trivial as opposed to a few ****	****significant metrics**
**Limited use of the metrics and the data behind them to improve organizational performance**
**Limited understanding of the levers that link to the ****	****metrics**

## Recommended Approach

**Recommend an approach which avoids these and many other pitfalls**
**Identify the highest-leverage metrics **
**Understand the cause and effect linkages behind the metrics**
**Understand how the metrics relate to the actions to improve performance**

## Comments From MIT Sub-team on Planning, Budget and Financial Integration...

**What kind of cost or performance information would help you make better decisions about resource distribution?**
**Integrated cost and performance information**
**Output costs and volumes  **
**Visibility into business activity and process information  **
**Cross-functional business activity costs and performance**
**Customer satisfaction**
**What kind of cost or performance information would help you make better decisions about process improvement?**
**Cross-Functional cost information**
**Cost Driver information **
**Cycle Time information **
**Workload information**
**Customer Satisfaction information**
**Quality information**
**Benchmarking information**

## ...Comments From MIT Sub-team on Planning, Budget and Financial Integration...

**What kind of cost or performance information would help you make better decisions regarding the performance of activities under your charge?**
**Integration with program/Service goals**
**Activity costs**
**Benchmarking information**
**Cost Driver information**
**Cycle Time information**
**Workload information**
**Customer Satisfaction information**
**Quality information**
**What kind of cost or performance information would help you make better decisions about organizational improvements?**
**Alignment of costs to strategy**

## ...Comments From MIT Sub-team on Planning, Budget and Financial Integration

**What are the top 5 business areas in which you make critical decisions that impact on cost or performance?**
**Products/services (e.g., wetland restoration cost per acre, specific species costs)**
**Business processes (e.g., T&E recovery, listing, fish distribution)**
**PART review findings**
**OMB review finding**
- 6.   **What single piece of cost or performance information would be of greatest value to you in the daily execution of your job?**
**Value added/non-value added analysis**
**Cycle time **
**Quality**
- 7.  **What combination of 6 or less different but related views of cost or performance information would be most useful to you in support of a decision making process?**
**For outputs, a balance of cost, quality, cycle time, and customer satisfaction.**
**Relation of outputs and costs to organizational strategy and program goals.**

## Organizing the Executive Dashboardan Alternative

## Organizing the Executive Dashboardan Alternative

## Organizing the Executive Dashboardan Alternative

**Outcome Goals**
**Outcome Measures**
**Intermediate Outcomes (strategies)**
**Intermediate Measures**
**ABC Activities**
**PART Measures**
**Form 300 Measures**

## Example of Crystal Enterprise Displays

## Example of Crystal Enterprise Displays

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## Timeline

**Through Aug 15—continue discussions on executive dashboard requirements and determine organizing framework for the executive dashboard**
**Aug 15 to Sep 15—Staff powerpoint set of slides showing the draft dashboard frames**
**Sep 15 to Oct 31—develop executive dashboard test application**
**Jan 14—Fully functioning executive dashboard**

## Summary

**	****CALIBRE is partnering with the Department of Interior to meet the requirements and the deliverables **