RESTRUCTURING PROPOSAL Wisconsin Department of Transportation November 15, 2004

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 offices Focus on allocating staff into a model to best meet the needs of our customers

Current Organizational Chart

Restructured Organization Conceptual Restructured Organization

Departmental Five Region Model The Proposed Departmental Five Region Model

The Five Region Model North Central Northwest Northeast Southwest 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 Administrative services are shared in the field offices Some flattening of the management structure results

Features of the FIVE 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

Division of Transportation System Development The Proposed Division of Transportation System Development

DTSD Division of Transportation System Development – Organizational Chart

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

DTSD Process 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

DTSD Process 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

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

Transportation Investment Management The Division of Transportation Investment Management

DTIM Division of Transportation Investment Management – Organizational Chart

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

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

The Division of State Patrol

DSP Division of State Patrol – Organizational Chart

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

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

DSP Process 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

The Division of Motor Vehicles

DMV Division of Motor Vehicles – Organizational Chart

DMV Process Improvements Consolidates into five regions Consolidates program support activities Develops internet systems to allow customers to “serve themselves”

The Division of Business Management

DBM Division of Business Management – Organizational Chart

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

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

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

The Executive Offices

EXEC Executive Offices Organizational Chart

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 Revenue Reporting WISMART – DOT Processes Federal Receipts and Billing FHWA Processes Financial Responsibility Program Analysis, Performance Review and Internal Audit

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

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