1 restructuring proposal wisconsin department of transportation november 15, 2004
TRANSCRIPT
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RESTRUCTURING PROPOSAL
Wisconsin
Department of
Transportation
November 15, 2004
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GUIDING PRINCIPLES –Secretary Busalacchi’s 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 Department’s 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 officesFocus on allocating staff into a model to best meet the needs of our customers
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Current
Organizational ChartO ffice o f
Pu b lic A ffairsO ffice o f
G en eral Co u n sel
O ffice o fPo licy and Bu d g et
O ffice o f Ad m in istrativeService s
O ffice o f In fo rm ationTech n o lo gy
M an ag em en t Service s
Bu reau o f S tru ctu res
Bu reau o f Eq u ityan d
En viro n m en tal Services
Bu reau o f H ig h w ayReal Estate
Bu reau o fH ig h w ay
Co n stru ctio n
Bu reau o fH ig h w ay Develo p m en t
Bu reau o fH ig h w ay
O p eratio n s
Bu reau o f Rails an dHarb o rs
Bu reau o fAero n au tics
D ivisio n o f Tran sp o rtationIn frastru ctu reDevelo p m en t
O ffice o f Ad m in istrativeService s
Tran sp o rtatio nDistrict 8Su p erio r
Tran sp o rtatio nDistrict 7
Rh in elan d er
Tran sp o rtatio nDistrict 6
Eau C laire
Tran sp o rtatio nDistrict 5
L a Cro ss e
Tran sp o rtatio nDistrict 4
W isco n sin Rap ids
Tran sp o rtatio nDistrict 3
G reen Bay
Tran sp o rtatio nDistrict 2
W au kesh a
Tran sp o rtatio nDistrict 1M ad ison
Divisio n ofTran sp o rtatio n
Districts
O ffice o f Ad m in istrativeService s
Bu reau o fTran sit an d
L o cal Ro ad s
Bu reau o fS tate H ig h w ay
Pro g ram s
Bu reau o fP lan n ing
Divisio n ofTran sp o rtatio n
In vestm en t M an ag em en t
O ffice o fO rg an izatio n al
Develo p m en t Service s
Bu reau o fHu m an Reso u rc e
Service s
Bu reau o fM an ag em en t
Service s
Bu reau o fAu to m ation
Service s
Bu reau o fF in an cialService s
Divisio n ofBu sin es s
M an ag em en t
D istrict 1M ad ison
District 2F o n d d u L ac
District 3L a Cro ss e
District 5R ice L ak e
District 6G reen Bay
District 7W au kesh a
District 8M ilw au kee
Bu reau o fF ield Services
Bu reau o fDriver S ervice s
Bu reau o fVeh icle Service s
Divisio n ofM o to r
Veh icles
District 1DeF o res t
D istrict 2W au kesh a
District 3F o n d d u L ac
District 4W au sau
District 5To m ah
District 6Eau C laire
D istrict 7Sp o o n er
Train in gAcad em y
Bu reau o fF ield Servicesan d Train ing
Bu reau o fTran sp o rtatio n
Safety
Bu rea uo f
Su p p o rt Services
Bu rea uo f
Co m m u n icatio n s
Divisio n ofS tatePatro l
Secretary, F ran k J. Bu salacch iDep u ty Secretary, Ru b en L. An th o n y, Jr.
Execu tive Assistan t, Ran d all J. Ro m an ski
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Restructured Organization
S h a de d a re as a re n e w o r re s tru c tu re d D iv isio n s a n d B u re a us
OPA OPBF
OGC
ProjectDevelopm ent
Highw ayOperations
Structures TechnicalServices
FiveRegions
BEES
D ivis io n o f T ran spo rtationSystem D eve lop m ent
Planning &Econ. Dev.
BSHP
BTLR &Rail
Aeronautics
D ivis io n o f T ran spo rtationIn ves tm en t M an ag em ent
Office ofthe Academy
BOC
BOTS FiveRegions
D ivis io n ofS ta te Pa trol
BFSFive Regions
BVS
Office ofProgram Dev.
BDS
D ivis io n ofM o tor Vehic les
BITS BHR S
BBS
D ivis io n ofB u s in ess M anag em ent
Secreta ry's O ffice
Conceptual
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The Proposed
Departmental
Five
Region
Model
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Northwest
North Central
Northeast
Southeast
Southwest
The Five Region ModelThe Five Region Model
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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
Exec Staff Assistant Budget and Planning
DOT Officer
P roposa lM anag em en t
S ectio n
S tandard s& D evelopm en t
S ectio n
D es ign & C onstruc tio nS erv icesS ectio n
R oadw a yD evelopm en t
S ectio n
Bureau o f Pro jectDevelop m en t
S urvey & M apping XS ectio n
G eotec hnica lS ectio n
A ppra isa l/R e locatio n& P roperty
M gm t. S ectio n
A cqu is ito n& S erv ices
S ectio n
Q ualityA ssuranc e
S ectio n
Bureau o fTechn icalService s
S tructure sD es ig nS ectio n
S tructure sD evelopm en t
S ectio n
S tucture sM ain te nanc e
S ectio n
Bureau o fS tructu re s
T raffic E n gineerin gS ectio n
P rogram M anagem en tS ectio n
E lec trica lIm plem entatio n
S ectio n
W inter O p erations &R oads id e M ana gem en t
S ectio n
Bureau o fH igh w ay
O p eratio ns
E nvironm enta l P olic y& C om m unity
Im pact A nalys is
E nvironm enta lS erv ices
C iv il R ights& C om plianc e
Bureau o f Equ ity &En viron m en tal
Service s
Central O fficeOperations M anager
S o uth ea stF re e w a ys
A d v isory T e am
T SS
S P O(2 S ections )
P D S
Northw est Reg io nDirecto r
T SS
S P O(2 S ections )
P D S
North Cen tralReg io nDirecto r
T SS
S P O(2 S ections )
P D S
O peration sM an age r
Northeas tReg io nDirecto r
T SS
S P O(2 S ections )
P D S(2 S ections )
O peration sM an age r
So uthw estReg io nDirecto r
M arqu ette In terc hang eG rou p
T SS
S P O(2 S ections )
P D S(2 S ections )
O peration sM an age r
So utheastReg io nDirecto r
RegionalOperations M anager
Adm inistrator
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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 modelAssigns a director and operations
manager to three of the regionsRailroads, 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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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
DTSDProcess Improvements
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The Division of
Transportation
Investment
Management
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DTIM Division of Transportation Investment Management – Organizational Chart
DOT Officer Adm inistrative Services
Travel Forecasting Section
Economic Developm entSection
Planning Section
Bureau of P lanning &Economic Developm ent
Contract Audit and Adm inistrationSection
Data Managem entSection
Program FinanceSection
Program Developm ent &Analysis Section
Bureau of StateHighw ay Programs
Rail & HarborsSection
Local TransportationProgram & Finance
Section
Public & SpecializedTransit Section
Bureau of TransitLocal Roads
Rail & Harbors
Aviation Safety, Operations &Technical Services
Section
Airport ProgramsSection
Airport EngineeringSection
Bureau ofAeronautics
A d m inis tra tor
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Division of Transportation Investment Management – DTIMFeatures of the New Organizational Structure
Aeronautics is a bureau within DTIMRailroads and Harbors is consolidated into
BTLR as a sectionFederally required consultant auditing is
consolidated into State Highway ProgramsPavement 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 DivisionRemoves bill paying from Aeronautics and
Railroads and HarborsRelocates 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 ofState
Patrol
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DSP Division ofState Patrol – Organizational Chart
E xecutive S ta ff A ssis tant
O ffice o f th e A cadem y P rog ram Su p po rt
IT S ervices
M adisonR ad io
S ervices
D is tr ictO p era tio ns
S ec tio ns
P lan nin g &E n gin eering
S ec tion
B ureau ofC om m unications
M o to r Carr ie r En fo rcem entS ec tion
C h em ical T es tingS ec tion
P o licy An a lys isS ec tion
S afe ty P ro gram sS ec tion
B ureau of Transportation Safety
T H E N o rth C en tral R egio n Y E S
S o u th w est R eg ion
N o rth east R eg ion
N o rth w est R eg ion
S o u th eas t R eg ion
B ureau of F ield O perations
C olonel
Superintendent
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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 regionsThe Colonel position is reestablishedThe 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 ColonelAcademy 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
Exececu tive S taff Assistan t
Prog ram Assistan t
Telecom m Sup po rt
Data An alysis-Drivers
-Veh icles
Executive Assistant Prog ram & Bud get Analyst
Leg islative L iaison-Drivers
-Veh icles
Frau d Investigation
Revenu e Accou nting Un it
O perations M anager
Special Hand ling
Title & Reg istratio nProcessin g
Veh icle Reco rd s
Dealers
M oto r Carrier Service s
Bureau of Vehicle Services
Q au lificaton s & Issu an ce
Citation s & W ithd raw als
Driver In fo rm ation
Traffic Accid en ts
Bureau of Driver Services
Deputy Director
Tech n ical & Train ingService s
Southw estMadison
LaCrosse
North CentralWausau
Northw estRice Lake
NortheastGreen Bay
SoutheastRacine
WaukeshaMilwaukee
Bureau of Fie ld Services
Adm inistrator
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DMVProcess Improvements
Consolidates into five regionsConsolidates program support activitiesDevelops internet systems to allow
customers to “serve themselves”
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The Division ofBusiness
Management
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DBM Division of Business Management – Organizational Chart
Budget & PolicyAnalyst
Executive Staff Assistant
DA Application Developm ent and Support D A Section
Project M anagem entOffice
InfrastructureSupport Section
It S trategy and ArchitectureOffice
Business Liaison andCustomer Liaison Office
Bureau of Inform ationTechnology
Services
Research, Library, Performance Evaluation,CCS and W eb Support Section
Fleet and DistributionSection
Risk, Safety and Facilities Section
Purchasing andExpenditure Accounting
Section
Bureau of BusinessServices
Payroll and Training
Em ployee AssistanceProgram
Labor Relations
Em ploym ent Managem ent Services
Bureau ofHum an
Resources
Adm inistrator
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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 ExecutiveOffices
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EXEC Executive Offices Organizational Chart
Office of General Counsel
Budget and Policy Developm ent Federal Relations
Financial M anagem ent Financial Responsibility
Office of Policy,Budget and Finance
Office of Public Affairs
OFFICE OF THE SECRETARY
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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
OPBF is the link between DOT and DOA - Division of Executive Budget and Finance
OPBF assumes all financial management oversight
EXEC
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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
TimelineTimeline