California Department of Transportation
 

Workgroup 2 – Smart Investment and Resource Alignment

  • Purpose and Goal
    • This workgroup’s task will expedite the implementation of an asset management plan for Caltrans to improve system planning, management, operations and preservation with a “fix it first” policy.  It will address recommendations #2 (better matching investments to policy goals in the mission and vision), #4 (aligning resources with goals) and #7 (focusing on freight) from the SSTI report.
      • The group’s focus is to ensure capital and resources are being invested in ways that maximize return‐on‐investment for Californians and advance new department, agency and state policy goals. The group should recommend how to implement asset management, with an emphasis on preservation and operations, followed by targeted expansion.
  • Membership
      • The membership of the workgroup has met as a whole and will also break into the following two teams for focused work:
    • Team 1: Smart Investment and Asset Management
      • Brian Annis, CalSTA Undersecretary (lead)
      • Norma Ortega, Caltrans Acting Chief Deputy Director (lead)
      • Steve Takigawa, Caltrans Deputy Director, Maintenance and Operations
      • Ryan Chamberlain, Caltrans Director, District 12
      • Advisors:  Michael Meyer, Brian Smith, Gene Conti, Doug Foy
    • Team 2 Planning and Freight
      • Kate White, CalSTA Deputy Secretary for Environmental Policy and Housing Coordination
      • Kome Ajise, Caltrans Deputy Director, Planning & Modal Programs
      • Ben DeAlba, Special Advisor to the Cal STA  Secretary on Freight Policy
      • Advisors:  Michael Meyer, Brian Smith, Gene Conti, Doug Foy
  • SSTI Recommendations to be Addressed
    • Team 1
      • 1.2  System preservation should be a primary message.
      • 2.2  CalSTA and Caltrans should use the CTC review process to impose a policy review of all proposed investments.
      • 2.3.  CalSTA should consider proposing legislation to allow the CTC to approve individual projects rather than entire programs.
      • 4.2  Caltrans should improve its ability to operate its highway system.
      • 4.3  Caltrans should modernize its stewardship effort through asset management.
      • 4.5  Caltrans should develop an enhanced internal capability to identify and pursue innovative finance partnerships.
    • Team 2
      • 1.4  Caltrans should have a strong focus on state interconnectivity, in particular as it relates to freight movement and port connectivity.
      • 4.1  Caltrans should strengthen its planning unit.
      • 4.4  Caltrans should provide more resources, expertise, or simply a real voice in planning and prioritization to the offices dealing with rail and freight.
      • 5.6  Caltrans should implement Smart Mobility 2010.
      • 7.1  CalSTA and Caltrans should create a clear focal point for freight policy and planning within the department.
      • 7.2  California’s Freight and Rail Plans should identify the major transport corridors, whether highway, rail, or air, that should receive significant attention from Caltrans in the next decades.
  • 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