How We Can Improve Our Highway Administration

My remarks on the subject of “How We Can Improve Our Highway Administration” will be confined to certain important areas where improvements can and must be effected if highway administra­ tion is to measure up to the responsibilities of today. To a large extent this discussion will be based upon observations and experience in Wis­ consin, where the highway department has gone through a period of significant change and advancement in organization and administra­ tion during the past two years. The department has been completely and systematically reorganized under a plan adopted by the Com­ mission, and the advancements are the culmination of a dynamic policy and systematic action taken by the Commission in pursuance of the objectives. As background for this discussion it should be noted that the State Highway Commission consists of three full-time members ap­ pointed by the Governor, with the advice and consent of the Senate, for a term of six years. The Governor designates one of the members as chairman, and the Commission elects one of the members as vice chairman and the other as secretary. The Commision, with the approval of the Governor, appoints the State Highway Engineer. All other employees are appointed by the Commission pursuant to the civil serv­ ice laws. Under the Commission’s reorganization plan there are four staff divisions: administration, engineering, finance, and planning and research. The operating units or 10 district offices are under the direct supervision of the Commission. Briefly, the organization plan may be called a plan of decentrali­ zation with centralized controls. Under this scheme the operating units (districts) have authority and responsibility to make decisions within definite limits approved by the Commission. In the central office, the staff divisions provide advice on research and planning, finance and accounting, engineering, personnel and management con-