California Department of Transportation
 

Workgroup 1 – Performance Management and Human Resources

  • Purpose and Goal
    • This workgroup’s task is to incorporate practices to achieve organizational excellence at Caltrans. It is primarily responsible for the review, consideration and implementation of the “Managing Performance” and “Foster Innovation and Continuing Evolution” recommendations in the SSTI report. This workgroup will evaluate the SSTI recommendations and propose to the Strategic Direction Group steps the department can take to: (1) further performance‐based management strategies; (2) develop a culture of continuous improvement at the department; (3) implement a system of employee incentives and disincentives linked to improved performance and accountability; and (4) recommend a comprehensive succession planning program at the department.
  • Membership
    • Michael Tritz, CalSTA (Lead)
    • Bill Davison, CalSTA  (Lead)
    • Cris Rojas, Caltrans  (Lead)
    • Sharri Bender‐Ehlert, Caltrans Director, District 6
    • Michelle Tucker, Caltrans Chief Risk Officer, Office of Enterprise Risk Management
    • Rosemary Sidley, CalHR
    • Advisor:  Brian Smith
  • SSTI Recommendations to be Addressed
    • 9.1 Caltrans should set enterprise-wide and team-specific goals, both short- and long-term.
    • 9.2 Caltrans should devise metrics to track the organizational goals.
    • 9.3 The Caltrans director should assign each of his direct reports responsibility for a subset of the goals, and an associated set of numerical metrics.
    • 9.4 Measures should evolve.
    • 9.5 Caltrans should provide financial incentives for manager performance.
    • 9.6 Caltrans should dedicate resources to push performance-based management throughout the organization.
    • 9.7 To ensure that union contracts are not violated, goals and performance metrics for non-management personnel could be set at the team level, with the union engaged in the goal-setting effort.
    • 9.9 Caltrans should re-examine internal relationships and flow of authority to foster accountability and effective collaboration.
    • 10.1 Caltrans management and CalSTA should insist on robust implementation of state policies and rely on staff for implementation details.
    • 10.5 Caltrans should improve staff training and workforce development.
    • 10.6 Caltrans should strike the right balance between the cost and benefit of national engagement for Caltrans staff.
  • Workgroup 1 – Performance Management and Human Resources
  • Workgroup 2 – Smart Investment and Resource Alignment
  • Workgroup 3 – Strategic Partnerships
  • Workgroup 4 – Innovation, Design Flexibility and Risk Management
  • Workgroup 5 - Communication
  •