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. Current Organizational Chart

4. Restructured Organization
Conceptual
Restructured Organization

5. Departmental Five Region Model
The Proposed
Departmental
Five
Region
Model

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

7. 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

8. 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

9. Division of Transportation System Development
The Proposed
Division of
Transportation
System
Development

10. DTSD Division 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. 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

13. 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

14. 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

15. Transportation Investment Management
The Division of
Transportation
Investment
Management

16. DTIM Division of Transportation Investment Management – Organizational Chart

17. 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

18. 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

19. The Division of
State
Patrol

20. DSP Division of State Patrol – Organizational Chart

21. 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

22. 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

23. 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

24. The Division of
Motor
Vehicles

25. DMV Division of Motor Vehicles – Organizational Chart

26. DMV Process 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. DBM Division 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. 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

32. The Executive
Offices

33. EXEC Executive Offices Organizational Chart

34. 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

35. 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, DOA reviews the proposal
Early February, 2005 Budget will provide the next steps