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Managing the Changing Needs of a Rail Office

Managing the Changing Needs of a Rail Office. Ronald E. Adams, P. E. Chief, Railroads & Harbors Section Wisconsin DOT. Starting Point. Initially rail office focus was: Overseeing Amtrak service Representing WisDOT on organizations working cooperatively to develop funding programs

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Managing the Changing Needs of a Rail Office

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  1. Managing the Changing Needs of a Rail Office Ronald E. Adams, P. E. Chief, Railroads & Harbors Section Wisconsin DOT

  2. Starting Point • Initially rail office focus was: • Overseeing Amtrak service • Representing WisDOT on organizations working cooperatively to develop funding programs • Preparing applications for federal funds • Managing environmental/preliminary engineering studies • Managing mid-scale projects up to about $20 million Presentation Title: Managing the Changing Needs of a Rail Office

  3. Starting Point (continued) • Original Structure • Two people in Rail Office for all passenger activities • Received support from other divisions on an ad hoc basis • Had strong support from upper management to obtain support from other divisions Presentation Title: Managing the Changing Needs of a Rail Office

  4. Starting Point (continued) • Examples • For studies • Obtained needed support from Bureau of Planning • Obtained project/consultant management support from Highway district office • Obtained environmental expertise for Central and Highway District offices • Hired consultant team Presentation Title: Managing the Changing Needs of a Rail Office

  5. Starting Point (continued) • Examples • For station construction/renovation • Executive Offices involved in design selection • Received project management from Bureau of Aeronautics for new facility at Airport • Rail Office participated in oversight meetings • Received project management/construction oversight from Division of Business Management for vertical construction • Hired consultants/contractors Presentation Title: Managing the Changing Needs of a Rail Office

  6. Significant program expansion • Seeking ARRA funding • Recognized that managing hundreds of millions of dollars required a new structure and more personnel • Held Peer Exchange to hear best practices • Invited other state DOT’s • Invited railroads • Included DOT participants from outside normal rail activities, such as Highway Mega Projects Presentation Title: Managing the Changing Needs of a Rail Office

  7. Significant program expansion • Next steps • Moved passenger rail activities to new office in division with construction expertise • Hired a combination of permanent and project employees with expertise in various disciplines • Had ad hoc support from other areas within the DOT having specialized rail expertise • Hired several consultants Presentation Title: Managing the Changing Needs of a Rail Office

  8. Questions? • ron.adams@dot.wi.gov Presentation Title: Managing the Changing Needs of a Rail Office

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