Transcript PHASE ONE - WisPolitics.com

RESTRUCTURING
PROPOSAL
Wisconsin
Department of
Transportation
November 15, 2004
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GUIDING PRINCIPLES –
Secretary Busalacchi’s direction:
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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 offices
Focus on allocating staff into a model to best meet the
needs of our customers
Current
Organizational Chart
Secretary, Frank J. Busalacchi
Deputy Secretary, Ruben L. Anthony, Jr.
Executive Assistant, Randall J. Romanski
Office of
Public Affairs
Office of
General Counsel
Office of
Policy and Budget
Division of Transportation
Infrastructure
Development
Office of Administrative
Services
Office of Information
Technology
Management Services
Division of
Transportation
Districts
Office of Administrative
Services
Division of
Transportation
Investment Management
Office of Administrative
Services
Division of
Business
Management
Office of
Organizational
Development Services
Division of
Motor
Vehicles
Division of
State
Patrol
Bureau of
Vehicle Services
Bureau
of
Communications
Bureau of
Aeronautics
Transportation
District 1
Madison
Bureau of
Planning
Bureau of
Financial
Services
Bureau of
Driver Services
Bureau
of
Support Services
Bureau of Rails and
Harbors
Transportation
District 2
Waukesha
Bureau of
State Highway
Programs
Bureau of
Automation
Services
Bureau of
Field Services
Bureau of
Transportation
Safety
Bureau of
Highway
Operations
Transportation
District 3
Green Bay
Bureau of
Transit and
Local Roads
Bureau of
Management
Services
Bureau of
Highway Development
Transportation
District 4
Wisconsin Rapids
Bureau of
Highway
Construction
Transportation
District 5
La Crosse
Bureau of Highway
Real Estate
Transportation
District 6
Eau Claire
Bureau of
Human Resource
Services
District 1
Madison
District 2
Fond du Lac
District 3
La Crosse
District 5
Rice Lake
Bureau of Equity
and
Environmental Services
Bureau of Structures
Transportation
District 7
Rhinelander
Transportation
District 8
Superior
District 6
Green Bay
District 7
Waukesha
District 8
Milwaukee
Bureau of
Field Services
and Training
District 1
DeForest
District 2
Waukesha
District 3
Fond du Lac
District 4
Wausau
District 5
Tomah
District 6
Eau Claire
District 7
Spooner
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Training
Academy
Conceptual
Restructured Organization
Secretary's Office
OPA
OPBF
OGC
Division of Transportation
System Development
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Division of Transportation
Investment Management
Division of
State Patrol
Division of
Motor Vehicles
Division of
Business Management
Project
Development
Highway
Operations
Planning &
Econ. Dev.
BSHP
Office of
the Academy
BOC
BFS
Five Regions
BVS
BITS
Structures
Technical
Services
BTLR &
Rail
Aeronautics
BOTS
Five
Regions
Office of
Program Dev.
BDS
BBS
Five
Regions
BEES
Shaded areas are new or restructured Divisions and Bureaus
BHRS
The Proposed
Departmental
Five
Region
Model
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The Five Region Model
Northwest
North
Central
Northeast
Southwest
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Southeast
Why does the
regional model work?

Workloads are more balanced

Staffing levels are more closely aligned with workload
Major corridors fall logically within the new regional
boundaries
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
Administrative services are shared in the field offices

Some flattening of the management structure results
Features of the
FIVE REGION MODEL

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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
The Proposed
Division of
Transportation
System
Development
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DTSD
Division of Transportation System
Development – Organizational Chart
Administrator
Exec Staff Assistant
Budget and Planning
DOT Officer
Central Office
Operations Manager
Southeast
Freeways
Advisory Team
Bureau of Project
Development
Bureau of
Technical
Services
Bureau of
Structures
Bureau of
Highway
Operations
Bureau of Equity &
Environmental
Services
Roadway
Development
Section
Quality
Assurance
Section
Stuctures
Maintenance
Section
Winter Operations &
Roadside Management
Section
Civil Rights
& Compliance
Northwest Region
Director
North Central
Region
Director
Northeast
Region
Director
Southwest
Region
Director
Southeast
Region
Director
Design & Construction
Services
Section
Acquisiton
& Services
Section
Structures
Development
Section
Electrical
Implementation
Section
Environmental
Services
PDS
PDS
Operations
Manager
Operations
Manager
Operations
Manager
Standards
& Development
Section
Appraisal/Relocation
& Property
Mgmt. Section
Structures
Design
Section
Program Management
Section
Environmental Policy
& Community
Impact Analysis
SPO
(2 Sections)
SPO
(2 Sections)
PDS
PDS
(2 Sections)
PDS
(2 Sections)
Proposal
Management
Section
Geotechnical
Section
TSS
TSS
SPO
(2 Sections)
SPO
(2 Sections)
SPO
(2 Sections)
TSS
TSS
TSS
Survey & Mapping X
Section
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Regional
Operations Manager
Traffic Engineering
Section
Marquette Interchange
Group
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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DTSD
Process
Improvements
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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
DTSD
Process
Improvements
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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
DTSD
Process
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
Administrator
DOT Officer
Administrative Services
Bureau of Planning &
Economic Development
Bureau of State
Highway Programs
Bureau of Transit
Local Roads
Rail & Harbors
Bureau of
Aeronautics
Planning Section
Program Development &
Analysis Section
Public & Specialized
Transit Section
Airport Engineering
Section
Economic Development
Section
Program Finance
Section
Local Transportation
Program & Finance
Section
Airport Programs
Section
Travel Forecasting Section
Data Management
Section
Rail & Harbors
Section
Aviation Safety, Operations &
Technical Services
Section
Contract Audit and Administration
Section
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Division of Transportation
Investment Management – DTIM
Features 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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DTIM
Process
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 of
State Patrol – Organizational Chart
Superintendent
Executive Staff Assistant
Colonel
Office of the Academy
Bureau of
Communications
Program Support
Bureau of Transportation Safety
Bureau of Field Operations
Planning &
Engineering
Section
Safety Programs
Section
Southeast Region
District
Operations
Sections
Policy Analysis
Section
Northwest Region
Madison
Radio
Services
Chemical Testing
Section
Northeast Region
Motor Carrier Enforcement
Section
Southwest Region
IT Services
THE North Central Region YES
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DSP
Division 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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DSP
Division 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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DSP
Process
Improvements
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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
The Division of
Motor
Vehicles
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DMV
Division of Motor Vehicles –
Organizational Chart
Administrator
Exececutive Staff Assistant
Operations Manager
Executive Assistant
Bureau of Vehicle Services
Program & Budget Analyst
Program Assistant
Legislative Liaison
-Drivers
-Vehicles
Telecomm Support
Fraud Investigation
Data Analysis
-Drivers
-Vehicles
Revenue Accounting Unit
Bureau of Driver Services
Bureau of Field Services
Special Handling
Qaulificatons & Issuance
Deputy Director
Title & Registration
Processing
Citations & Withdrawals
Technical & Training
Services
Vehicle Records
Driver Information
Southwest
Madison
LaCrosse
Dealers
Traffic Accidents
North Central
Wausau
Motor Carrier Services
Northwest
Rice Lake
Northeast
Green Bay
Southeast
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Racine
Waukesha
Milwaukee
DMV
Process
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
Administrator
Budget & Policy
Analyst
Bureau of Information
Technology
Services
Bureau of Business
Services
Bureau of
Human
Resources
Business Liaison and
Customer Liaison Office
Purchasing and
Expenditure Accounting
Section
Employment Management Services
It Strategy and Architecture
Office
Risk, Safety and Facilities Section
Labor Relations
Infrastructure
Support Section
Fleet and Distribution
Section
Employee Assistance
Program
Project Management
Office
Research, Library, Performance Evaluation,
CCS and Web Support Section
Payroll and Training
DA Application Development and Support DA
Section
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Executive Staff Assistant
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:
–
–
–
–
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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
DBM
Process
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
OFFICE OF THE SECRETARY
Office of General Counsel
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Office of Policy,
Budget and Finance
Office of Public Affairs
Budget and Policy Development
Federal Relations
Financial Management
Financial Responsibility
EXEC
OPBF – Office of
Policy, 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
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
Revenue Reporting

WISMART – DOT Processes

Federal Receipts and Billing

FHWA Processes
Financial Responsibility
Program Analysis, Performance
Review and Internal Audit

EXEC
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
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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, 2005
Budget will provide the next steps
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