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

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Presentation on theme: "Managing the Changing Needs of a Rail Office Ronald E. Adams, P. E. Chief, Railroads & Harbors Section Wisconsin DOT."— Presentation transcript:

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 DOTs 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? Presentation Title: Managing the Changing Needs of a Rail Office


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