Q: What is this plan, in simple terms?
A: This plan is about organizing DOT&PF so we can keep delivering strong frontline services in a tighter budget. We are:
The focus is on how we organize and support the work—not cutting the core work itself.
Q: Why are we making these changes now?
A: Even without budget pressure, we need to modernize how we work. The Governor’s proposed FY2027 budget simply means we have to move faster. By organizing around statewide functions and shared systems, we can:
This is about building a stronger DOT&PF for the long term, not just getting through one budget year.
Q: Why are some positions moving into new divisions?
A: Some jobs are moving so that our org chart matches how we actually work today—across the whole state, with shared systems and joint teams. Moving positions:
At the same time, the department is proposing a very limited staff reduction of about 1%. We are focusing reductions on duplicate management structures and long-vacant positions, not frontline operators and critical service providers.
Q: Have impacted employees been notified?
A: Yes. Everyone whose job is directly changing or proposed for reduction has been notified. We are working hard to ensure people hear about changes directly—not through rumors or the news.
The department is committed to handling these changes with transparency, dignity, and respectful communication.
If you have questions about your own position or reporting structure, you may contact Jody Thomas at jody.thomas@alaska.gov
Q: Could this plan change?
A: Yes. This plan is part of the Governor’s proposed FY2027 budget. The Legislature will review it, make amendments, and may add or remove items. After that, there is a final budget and possible vetoes.
Nothing is final until the Legislature and the Governor complete that process. We will keep employees updated as things change.
Q: Is there any concern with implementing this during an administration change, given that there is a Gubernatorial election this year?
A: The drivers for this change are structural, not political. They are being driven by needs to modernize, evolving public expectations, and budget realities. These factors exist regardless of election cycles. Waiting would increase risk to our frontline delivery staff and our capital program performance. This reorganization positions the Department for stability during any transition, not disruption.
Q: Is the hiring freeze going to affect position transfers and filling roles within the new organizational structure? Also, is the hiring freeze expected to thaw this spring or summer?
A: The hiring freeze will not impact internal transfers. At this time, we do not have information on how long the hiring freeze will remain in place, but we will share updates as they become available. We do regularly receive waivers to hire positions.
Q: Is there a roadmap or guideline for which positions may or may not be reorganized?
A: The majority of positions will not be affected and will continue to report to their current supervisors. You may review additional details in the Governor’s FY27 proposed budget here:https://omb.alaska.gov/html/budget-report/department-table.html?dept=Trans&fy=27&type=Proposed
Q: How does this new model follow AS 44.42.040? Sec. 44.42.040. Departmental organization. The commissioner shall establish regions within the state. The functions of the department within each region shall be performed, to the maximum extent feasible, through a regional office. Each regional office shall be directed by a regional transportation and public facilities director appointed by the commissioner.
A: The statute governs where work is performed and requires accountable regional leadership. It does not prescribe how internal management authority must be structured across functions.
Q: How can a director of Maintenance and a director of Infrastructure Development support teams across the three regions?
A: Under the current model, regional directors are expected to oversee maintenance, preconstruction, and construction simultaneously (along with a whole host of other duties). As programs have grown in scale and complexity, that breadth has become increasingly difficult. The new structure preserves regional project-level leadership and standardizes technical and policy decisions statewide. Regional staff continue managing projects locally. Functional directors provide consistency, standards, and resource allocation support.
Q: How will leadership provide localized guidance, depth of understanding, and decision-making for the sizable project portfolio that the Department has?
A: For the capital program, DOT&PF has always relied on our regional preconstruction and construction engineers to provide the technical guidance, project-level judgment, and depth of understanding necessary to deliver complex infrastructure projects. Ensuring sound engineering oversight and informed decision-making is a core responsibility embedded in these positions.
Those professionals will continue to operate in their regions, managing projects and providing localized expertise based on Alaska’s diverse conditions. The new structure strengthens — rather than replaces — that expertise. By aligning leadership functionally while maintaining regional execution, we create more opportunities for collaboration across regions. This allows engineers and construction professionals to share best practices, gain experience in different geographic and modal contexts, and build broader statewide expertise.
In short, local knowledge remains in place, and statewide depth of experience grows.
Q: Won’t centralizing contracting authority slow down change orders and awards?
A: No. The goal is to improve clarity and speed. Under the current model, contracting authority thresholds vary and often require elevation for routine actions, which can create delays.
Under the new structure:
This reduces unnecessary escalation and creates consistent, predictable decision-making.
Q: Is this reducing the number of decision-makers?
A: It clarifies decision-making rather than reducing it. Today, authority and escalation pathways differ across regions, and vacancies can create uncertainty.
Under the new structure:
Q: How does this improve capital program stability?
A: The Department now manages larger annual construction volumes and multiple federal funding programs with strict obligation deadlines. A functional structure allows for:
This strengthens predictability in advertising schedules and delivery volumes.
Q: Will this affect local engagement or MPO representation?
A: No. Regional staff will continue participating in MPO boards and coordinating with local governments. The structure changes internal alignment, not community presence.
Q: How will disputes or elevated issues be handled?
A: The new structure clarifies escalation pathways. Contracting authority and dispute resolution steps will be clearly defined, consistent statewide, and supported by functional leadership with subject-matter expertise. This improves timeliness and transparency.
Q: What if adjustments are needed after implementation?
A: The structure is adaptable. Delegations and reporting relationships can be refined as necessary. However, the need for consistent standards, clear authority, and functional alignment will remain. Doing nothing preserves fragmentation and inefficiency.