RESTRUCTURING PROPOSAL

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RESTRUCTURING PROPOSAL

• Wisconsin
• Department of
• Transportation
• November 15, 2004

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GUIDING PRINCIPLES Secretary Busalacchis
direction

• Conduct an organizational review to look for
  efficiencies in programs, policies, processes and
  procedures (i.e. bottom up)
• Take a comprehensive view of the Departments
  structure and district operations looking for
  redundancies, opportunities for organizational
  streamlining, and improved fiscal control and
  management of business functions (i.e. top down)
• Centralize administrative services in Madison and
  regionalize services in the divisions with field
  offices
• Focus on allocating staff into a model to best
  meet the needs of our customers

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CurrentOrganizational Chart
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Restructured Organization
Conceptual
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The Proposed

• Departmental
• Five
• Region
• Model

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The Five Region Model
North Central
Northwest
Northeast
Southwest
Southeast
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Why does theregional model work?

• Workloads are more balanced
• Staffing levels are more closely aligned with
  workload
• Major corridors fall logically within the new
  regional boundaries
• Administrative services are shared in the field
  offices
• Some flattening of the management structure
  results

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Features of theFIVE REGION MODEL

• Creates efficiencies, some of which can occur
  immediately and others over time
• Causes the least impact on the DSP tower and
  communication system
• Promotes effective, efficient management of
  Interstate system traffic flow and keeps
  Interstate coverage and responsibility within the
  regions
• Provides an equitable, logical and manageable
  distribution of staff and resources according to
  the location of existing facilities

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The Proposed

• Division of
• Transportation
• System
• Development

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DTSDDivision of Transportation System
Development Organizational Chart
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Division of Transportation System Development
Features of a new organizational structure

• Combines DTD and DTID
• Reorganizes field offices into a five region
  model
• Assigns a director and operations manager to
  three of the regions
• Railroads, Harbors and Aeronautics will move to
  DTIM

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DTSDProcess Improvements

• Institutes a centralized governance model for the
  oversight and management of production processes
• Centralizes consultant contract negotiation and
  administration in regions
• Assigns responsibility for contract negotiation
  to management staff
• Uses project management on all highway
  construction projects

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DTSDProcess Improvements

• Principles of operation in the centralized model
  include
• Centralized decision making on policy and
  procedure
• Centralized management of production activities
  to insure consistency
• Production process implementation in field
  operations

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DTSDProcess Improvements

• Incorporates change management and project
  oversight concepts from the Marquette Interchange
  project into the Majors process
• Institutes and enforces accountability and
  responsibility measures for all processes

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The Division of

• Transportation
• Investment
• Management

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DTIM Division of Transportation Investment
Management Organizational Chart
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Division of Transportation Investment Management
DTIMFeatures of the New Organizational
Structure

• Aeronautics is a bureau within DTIM
• Railroads and Harbors is consolidated into BTLR
  as a section
• Federally required consultant auditing is
  consolidated into State Highway Programs
• Pavement management moves to BSHP to establish a
  close tie to the meta management system and the
  highway program

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DTIMProcess Improvements

• Creates one multi-modal Division
• Removes bill paying from Aeronautics and
  Railroads and Harbors
• Relocates all processes related to auditing and
  monitoring consultants and program development
  funds into one Division
• Unifies the photolog and pavement van into one
  unit

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The Division of

• State
• Patrol

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DSP Division ofState Patrol
Organizational Chart
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DSPDivision of State Patrol Features of the
New Organizational Structure

• The goal of restructuring DSP is to return as
  many law enforcement officers as possible to the
  road
• DSP is consolidated into five regions
• The Colonel position is reestablished
• The Bureau of Support Services is eliminated

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DSPDivision of State Patrol Features of
the New Organizational Structure

• The Motor Carrier Enforcement and Chemical
  Testing sections are moved into the Bureau of
  Transportation Safety
• Program staff reports to the Colonel
• Academy reports to the Administrator

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DSPProcess Improvements

• Enhances duty sergeant coverage using existing
  staff and maintaining accountable and responsible
  span of control
• Allows more supervision on a daily basis while
  easing the mandatory duty requirement per
  sergeant
• Creates a more effective use of all field command
  staff on a statewide basis with each person
  effectively managing a larger area and more
  personnel

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The Division of

• Motor
• Vehicles

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DMV Division of Motor Vehicles
Organizational Chart
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DMVProcess Improvements

• Consolidates into five regions
• Consolidates program support activities
• Develops internet systems to allow customers
  to serve themselves

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The Division of

• Business
• Management

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DBM Division of Business Management
Organizational Chart
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DBM Division of Business Management
Features of the New Organizational Structure

• Reassigns business functions from BFS to OPB and
  BSHP
• Consolidates BFS and BMS into a new Bureau of
  Business Services (BBS)
• BBS is responsible for paying bills and financial
  system management

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DBM Division of Business Management
Features of the New Organizational Structure

• Alters the make-up of BAS
• Rename as Bureau of Information Technology
  Services (BITS)
• Restructure business functions
• Use strong project management to expedite
  development processes
• Centralize and regionalize IT functions including
  customer IT support

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DBMProcess Improvements

• Centralizes administrative services (facilities,
  payroll, purchasing and IT) in Madison
• Regionalizes administrative functions across the
  rest of the state
• Coordinates end-to-end processing for services
  under one management authority

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The Executive

• Offices

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EXEC Executive Offices Organizational Chart
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EXECOPBF Office ofPolicy, Budget and Finance

Budget and Policy Development Budget Development Policy and Program Analysis Federal Relations Federal Relations and Policy Development
Financial Management Operating Budget Consulting Revenue Reporting WISMART DOT Processes Federal Receipts and Billing FHWA Processes Financial Responsibility Program Analysis, Performance Review and Internal Audit
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Executive Offices Features of the New
Organizational Structure
EXEC

• OPBF is the link between DOT and DOA - Division
  of Executive Budget and Finance
• OPBF assumes all financial management oversight

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Timeline
Timeline

• November 15, 2004
  Plan submitted to DOA for review
• December, 2004 to January, 2005 DOA reviews
  the proposal
• Early February, 2005Budget will provide the next
  steps