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RESTRUCTURING PROPOSAL

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)

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RESTRUCTURING PROPOSAL

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  1. RESTRUCTURING PROPOSAL Wisconsin Department of Transportation November 15, 2004

  2. 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

  3. CurrentOrganizational Chart

  4. Restructured Organization Conceptual

  5. The Proposed Departmental Five Region Model

  6. The Five Region Model North Central Northwest Northeast Southwest Southeast

  7. 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

  8. 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

  9. The Proposed Division of Transportation System Development

  10. DTSDDivision of Transportation System Development – Organizational Chart

  11. 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

  12. 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

  13. 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

  14. 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

  15. The Division of Transportation Investment Management

  16. DTIMDivision of Transportation Investment Management – Organizational Chart

  17. 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

  18. 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

  19. The Division of State Patrol

  20. DSPDivision ofState Patrol – Organizational Chart

  21. 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

  22. 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

  23. 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

  24. The Division of Motor Vehicles

  25. DMVDivision of Motor Vehicles – Organizational Chart

  26. DMVProcess Improvements • Consolidates into five regions • Consolidates program support activities • Develops internet systems to allow customers to “serve themselves”

  27. The Division of Business Management

  28. DBMDivision of Business Management – Organizational Chart

  29. 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

  30. 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

  31. 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

  32. The Executive Offices

  33. EXEC Executive OfficesOrganizational Chart

  34. EXECOPBF – Office ofPolicy, Budget and Finance

  35. 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

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

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