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A CASE STUDY: ORGANIZATION AND WORKFORCE AT CALTRANS DISTRICT

7, L.A. -TRAFFIC OPERATIONS

Joan Sollenberger, Chief

Office of Strategic Development

Division of Traffic Operations, CA Dept. of Transportation (Caltrans)

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Prior to Reorganization

District 7, Los Angeles, Traffic Operations TMS (or ITS) Responsibilities (2 counties):–

Incident Management, Ramp Metering, Vehicle Detection,

Arterial Signal Coordination, CCTV, Changeable Message Signs, Highway Advisory Radio

Separate Offices of Operational Investigations, Safety Investigations, Planned Lane Closures

Caltrans HQ Traffic Operations already Reorganized to: “Fully integrate Safety and Mobility by focusing on System Performance” (Traffic Eng/Performance)

All have “pockets of Excellence”

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Prior to Reorganization – Workforce Issues

Stovepipe Organization

• 6 Engineering Offices, Admin Unit, 334 total positions, of which 39 are senior level

Lack of Accountability

Lack of Performance Measurement & Real-time active traffic management (Reliability)

Lack of Effective Response to Partners

Lack of Geographic or Corridor focus

• D-7 Pilot Connected Corridors (ICM Pilot on I-210)

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Why Change?

Systems Tools and Functions

Data & Information

Decision & Business Process

Resources

Capital Process

System Management

Separated Integrated

Historical Real-Time

Reactive Proactive/Predictive

Static Assignment Dynamic Assignment

Planning Design Operations

Planning & Design with Ops and Maint.

Current State Future State

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Why Change?

2013 Transportation Management System (TMS) Business Plan goals:

Align the TMS organization to create a system management culture – in order to maximize performance of the existing and future transportation system

Adopt and Implement a performance-based framework for all TMS work activities and funding prioritization

Establish a well‐maintained and high‐performing TMS infrastructure that supports real‐time traffic management.

Cooperatively develop and implement real‐time (active) traffic management to optimize flow, safety and aid regions and the State to meet greenhouse gas reduction (GHG) targets from transportation.

Renew consensus on and adhere to critical statewide standards.

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Previous Modified Organization Chart

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Actions Taken – Transition Organization

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Actions Taken – Ultimate District Organization TSM&O Based

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System Completion

and Expansion

Operational Improvements

Intelligent Transportation SystemsTraveler Information

Traffic control / Incident Management

Smart Land UseDemand Management

Value Pricing

Maintenance and Preservation

System Monitoring and Evaluation

Prevention and Safety

Establish Accountability for Corridor Performance*• Principal Engineer & Corridor Manager – in place

Improve Planning for Operations*

Expand Real-Time Active Traffic Management

Address Stovepipe Problems*

Ensure Responsiveness to Partners

Institutionalize performance measurement*

* Requires revised processes and resource modification

Advantages Achieved