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2-YEARPLAN

DECEMBER16,2016

PreparedBy:Director’sOfficeofInnovation,Risk,&

StrategicManagement

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ExecutiveSummaryThe vision for Caltrans is to be a high-performance, efficient, transparent, accountable, andmodernorganization—meetingtransportationchallengesbyimprovingcommunication,buildingstrongerpartnerships,andfosteringacultureofperformanceandinnovation.Thedepartment’sStrategicManagementPlanisakeytooltoachievethatgoal.

TheStrategicManagementPlanistheroadmapforCaltrans’role,expectations,andoperationsaswemeetthechallengesofmodernizationtoestablishCaltransasaworld-classDepartmentofTransportation.

ThePlanservesanumberoffunctions:

• Providescleardirectionformeetingstatewideobjectives;• Createsanddeepensstrategicpartnerships;and• Providesperformancemeasuresthatmonitorsuccess.

This two-year plan is intended to call out priority policy or program objectives that arerepresentativeofourStrategicManagementPlan.Itidentifies12policyandprogramobjectivesandhoworwhat it takes todeliver them. Appropriate toaperformance focus, this two-yearplanalsoidentifiesoutcomes.

OurMission

Guided by ourMission to provide a safe, sustainable, integrated and efficient transportationsystemtoenhanceCalifornia’seconomyandlivability,CaltranswillfocusonthefollowingGoalstodeliveronkeyPolicyandProgramObjectivesoverthenexttwoyears.OurGoals

1. SAFETYANDHEALTHProvide a safe transportation system for workers and users, and promote healththroughactivetransportationandreducedpollutionincommunities.

2. STEWARDSHIPANDEFFICIENCYMoneycounts.ResponsiblymanageCalifornia’stransportation-relatedassets.

3. SUSTAINABILITY,LIVABILITY,ANDECONOMYMake long-lasting, smartmobility decisions that improve the environment, support avibranteconomy,andbuildcommunities,notsprawl.

4. SYSTEMPERFORMANCEUtilize leadership, collaboration and strategic partnerships to develop an integratedtransportationsystemthatprovidesreliableandaccessiblemobilityfortravelers.

5. ORGANIZATIONALEXCELLENCEBe a national leader in delivering quality service through excellent employeeperformance,publiccommunication,andaccountability.

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ContentsExecutiveSummary...............................................................................................1

Contents................................................................................................................2

DepartmentHighlightsandAccomplishments......................................................3

LookingForward–TheNextTwoYears..................................................................6

PolicyandProgramObjectives

PolicyImplementationandProgramDelivery

OutcomesandBenefits

AppendixA:SummaryMatrix.............................................................................20

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DepartmentHighlightsandAccomplishments2015-2020CALTRANSSTRATEGICMANAGEMENTPLAN(SMP):Theadoptionofthe2015-2020SMPwas a significant milestone reached in March 2015, and was a culmination of internal andexternal assessments that began in 2012. The SMP refocused theDepartment’sMission andVision,andalignedourGoalstostatewidepolicydirectionsinpursuitofourmission.TheSMPfocusedoncreatinganexcellentorganizationasthebasisofaccomplishingthesestrategicgoals.CALIFORNIATRANSPORTATIONPLAN2040 (CTP2040): TheCTP2040 roll-out started in summer2016. As required by Senate Bill 391 (2009), this is the first CTP published that provides apathwayforthetransportationsectortohelpmeetourStateclimategoals.CTP2040outlineshow transportation stakeholders can align actions to support a sustainable transportationsystem.

ALTERNATIVEDELIVERYMETHODS: ProjectsinCaliforniaareprimarilydeliveredusingthedesign-bid-build(DBB)methodologyinwhichthedesigniscompleted,advertisedandawardedpriortobeginningconstruction.Alternativedeliverymethodsarebecomingmorewidelyusedandhavedemonstratedsignificantbenefits forappropriately selectedprojects. Themethodofdeliveryshould be carefully selected to meet the characteristics and the goals of the project beingdelivered.Caltranshaspilotedbothdesign-buildandconstructionmanager/generalcontractor(CMGC)methods of deliverywith some significant results. Effective and efficient delivery ofprojectsrequiresaccesstoavarietyofdeliverymethodsinsteadofthetraditional“onesizefitsall”approach.

Thedesign-buildprogramwasestablishedin2009and10projectswithatotalcontractvalueof$1.4billionhavebeenawardedtodate. TheCaltransCMGCprogramwasestablishedin2012and sixprojectswithestimatedconstruction costsof$1.2billionhavebeenawarded todate.Caltrans plans to begin using its design-build and CMGC authority on appropriately selectedprojects beginning in 2017 and anticipates awarding two to eight projects over the next twoyears.

TEXWASH BRIDGE (I-10 EASTBOUND): The emergency replacement project was a collaborativeaccomplishment employing rapid response, public and private resources, and innovativeAcceleratedBridgeConstruction (ABC)strategiestoexpeditethere-openingofoneofthevitalinterstate linksbetweenSouthernCaliforniaandtherestofthecountry.OnJuly19,2015,theeastboundbridge collapseddue toa1000-year stormevent that caused floodinganderosionstrongenoughtoundermineanabutment. I-10,aprimary freightcorridor,wasclosedfor fivedaysbeforea1.03mile-longcrossoverdetourwasconstructedtoshifteastboundtraffictothewestboundroadbedandback,thusallowingonelaneoftrafficineachdirectionforthetravelingpublic and freightuse. Thenew replacementbridgewasopenedonSeptember24, 2015, 67daysafteritcollapsed.

JOINT POWERS AUTHORITIES (JPA): On July 1, 2015, two new Joint Powers Authorities (JPA)assumedmanagement responsibilities (Operations,MarketingandAdministration) for theSanJoaquin andPacific Surfliner IntercityRail routes. InteragencyTransferAgreements (ITA)wereexecutedbetweentheDepartmentandtheSanJoaquinJointPowersAuthority(SJJPA)andtheLOSSANRailCorridorAgency(LOSSANAgency),respectively.TheCapitolCorridorJointPowersAuthority(CCJPA)hasmanagedtheCapitolCorridorroutesince1998.TheDepartmentretainsownership and responsibility for the long termmaintenance of state owned rail equipment.

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DuringthefirstyearofmanagementbythenewJPAs,theDepartmentassistedinthetransitionofdutiestothenewJPAs,developingnewprocessesandprocedurestoprovideguidanceandstructure to the JPAs in carrying out their duties. TheDepartment has established StatewideWorking Group meetings, whereby the three JPAs, the Department, the California StateTransportation Agency, and the California High-Speed Rail Authority, come together to shareinformation,discussissues,andmakedecisionsthataffectStatewideServiceIntegration.Inthenextyear,theDepartmentplanstocontinuetorefineprocessesandproceduresrelatedtoJPApartnershipandoversighttoexecuteanupdatedITAwiththeCCJPAwhichisinlinewithSJJPAandtheLOSSANAgency.

SENATE BILL 743: SB743 changes transportation analysis within the Council of EnvironmentalQuality Act, moving away from using automobile delay and level of service to identify andmitigate transportation impacts. Caltrans supports the new analysis metric, Vehicle MilesTraveled (VMT), and is subsequentlypivotingprograms toward it. In2016, approximately300Caltransplanners,engineers, andmodelerswere trainedonhow toapproach reviewsof landusedevelopmentfromaVMTperspective.CaltranscontinuestodeveloptechnicalmaterialsforitsworkalongwithmultimodaltransportationanalysisfortransportationprojectsontheStateHighwaySystem.

COLTONCROSSING:Aproject thatunlockeddelaysatamajor railatgradecrossing inSouthernCalifornia, Colton Crossing was delivered significantly under budget and ahead of schedule.Originalestimatescalculatedtheprojectwouldcostabout$202millionandbefinishedin2014.Cooperation between Caltrans and San Bernardino Associated Governments, innovativeconstruction methods, and a competitive marketplace resulted in much lower bids thanexpected. The project wrapped up eight months ahead of schedule for $93 million.Additionally,transportationofficialsestimatetheprojectwilldeliver$241millionintravel-timesavingsandreducegreenhousegasemissionsby34,000tonsannually.

CALDECOTT TUNNEL: In 2013 Caltrans opened the $417 million fourth bore of the CaldecottTunnel to traffic. The tunnel connects Alameda and Contra Costa counties; it was completedroughlyamonthaheadofscheduleandthreemilliondollarsunderbudget.Thefourthboreofthe Caldecott Tunnel provides congestion relief to residents and workers in the East Bay byending the daily process of switching the traffic direction of the third bore to accommodatetravel.Thenewboreincludeswidetravellanes,shoulders,brightlighting,emergencyexits,andvarioussafetysystems.

STATEROUTE99THROUGHCENTRALVALLEY:TheSouthBakersfieldProjectaddedonenewlaneineach direction on SR-99 from State Route 119 to theWilson Road overcrossing. The averagedaily traffic volume along this section can reach as high as 140,000. InMerced County, thePlainsburgandArboletaprojects rebuiltabout10milesofSR99, converting this section fromexpressway to full-access-controlled freeway. Finally, in San Joaquin County, the MantecaWideningandSouthStocktonWideningprojectsalsorebuiltheavilytravelledsectionsoftheSR99toprovidesaferandstandard facilities to facilitatebettergoodsmovementandcommutesthroughthevalley. TheseprojectsreceivedoverhalfabilliondollarsfromProposition1B,the2006 voter-approved transportation bond. To date, more than $17 billion in Proposition 1Bfundshavebeenputtoworkstatewidefortransportationpurposes.

WATER CONSERVATION: California has been in a declared drought condition since April 2012when Governor Edmund G. Brown Jr. enacted Executive Order B-18-12 which directed state

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agencies to reducewater consumptionby 20%by 2020, froma 2010usagebaseline. As thedrought continued, the Governor implemented Executive Order B-29-15 in April 2015, whichmodified the baseline year formeasuringwater consumption to 2013 and required the StateWaterResourcesControlBoardtoimposerestrictionstoachievea25%statewidereductioninpotable urban water usage. Caltrans has responded to the call to be wise stewards of ourresourcesandtheneedtoimplementmoresustainablewaterconservationpractices.DirectorMalcolmDoughertydirectedCaltrans tostrive toachievea50%water reductiongoal throughmodified irrigationpracticesandotherconservationefforts. Thisgoalwasmetandexceeded.Director Dougherty also established a Caltrans goal to convert 100% of landscape irrigationwatersourcestorecycledwaterby2036.

ACTIVETRANSPORTATIONPROGRAM: OnSeptember26,2013,GovernorBrownsignedlegislationcreating the Active Transportation Program (ATP) in Caltrans. In just over a year, Caltransestablished theOfficeofActiveTransportation;workedwith theCTC todevelop theProgramGuidelines,applicationform,andselectionprocess;andassistedwiththeadoptionofthefirstprogramofprojects.Todate,twocallsforprojectshavebeenprogrammed,including:

• 472projectsutilizing$725,000,000inATPfunds.• TheATPfunding leveragedother local fundingforanettotalprojectcostsofover

$1.6B.• Over80%oftheprojectsdirectlybenefitdisadvantagedcommunities.

Target: Increase non-auto modes; triple bicycle, double pedestrian, and double transit.Target:Achieve90%averageon-timeperformance(forintercityrail).

GPS ON VEHICLES: In 2012, Caltrans installed 200 GPS units in partnership with UC Davis. Asurveylegitimizedinstallationofdevicesonthelightfleet(lessthan¾ton)todocumentusageand provide data necessary to participate in the Bureau of Automotive Repair’s ContinuousTesting Program Pilot for Smog compliance. As of 2016, the installed device count isapproximately 11,500. The implementation of GPS has resulted in approximate yearly fuelsavingscostsof$2,000,000,orroughly300,000gallonsoffuel.

INTERSTATE15INTEGRATEDCORRIDORMANAGEMENT(ICM)PROJECT:TheI-15ICMprojectcoversa20-mile sectionof Interstate15 from justnorthof StateRoute52 in theCityof SanDiego toState Route 78 in the City of Escondido. The final phase of this projectwas activated in thesummerof2016.TheInterstate80SmartCorridorMobilityProjectcoversthecorridorbetweentheCarquinezBridgeandtheBayBridge.TheprojectwasfullyactivatedinAugust2016.

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LookingForward-TheNextTwoYears

STABILIZETRANSPORTATIONREVENUE

1. Governor’sFundingPackagePOLICYANDPROGRAMOBJECTIVESTheGovernor’stransportationfundingandreformpackagewasfirstoutlinedinSeptember2015.Thepackageincludesacombinationofnewrevenues,additionalinvestmentsofCapand Trade auction proceeds, accelerated loan repayments, Caltrans efficiencies andstreamlinedprojectdelivery,accountabilitymeasures,andconstitutionalprotectionsforthenewrevenues.

Specifically,theJanuary2017packageincludesannualizedresourcesasfollows:

• RoadImprovementCharge-$2.1billionfromanew$65feeonallvehicles,includinghybridsandelectrics.

• StabilizeGasolineExciseTax-$1.2billionbysettingthegasolineexcisetaxbeginningin2018-19atthe2013-14levelof21.5centsandeliminatingthecurrentannualadjustments.(broadergasolinetaxwouldthenbeadjustedannuallyforinflation)

• DieselExciseTax-$350millionfroman11-centincreaseinthedieselexcisetaxbeginningin2018-19.(taxwouldalsobeadjustedannuallyforinflation)

• CapandTrade-$500millioninadditionalcapandtradeproceeds.• CaltransEfficiencies-$100millionincost-savingreforms.

Although the special legislative session dealing with transportation did not result inadditional funding, the Administration’s efforts in this area will be part of the 2017-18BudgetProposal.TheGovernor’spackageofrevenueswillbesplitevenlybetweenstateandlocaltransportationpriorities.Theten-yearfundingplanwouldprovideatotalof$42billionfor transportation with an emphasis on repairing and maintaining the existingtransportationinfrastructure.Italsoincludesasignificantinvestmentinpublictransit.

POLICYIMPLEMENTATIONANDPROGRAMDELIVERYMANAGEMENTANDADMINISTRATIVEThescopeoftheGovernor’sproposalisgreaterthananyfundingchangespreviouslyseen,includingthehighlysuccessfulProposition1B.Ifnewfundingisapproved,theDepartmentmust react immediately to implement a flexible and aggressive hiring plan, and toimplementexpandedprogramsidentifiedintheGovernor’sproposal.Doingsowillprovidethegreatestchance for immediatesuccess inutilizing themuch-needednewfunding.Notdoing so will lead to significant criticism, given that the need for new funding has beenhighlyemphasizedanduniversallyagreedupon.

STATUTORYNewprovisionstoallowforthecontractingofRight-of-Wayworkload,whichiscurrentlynotallowableanddifficulttohirestatestafffor,couldbenefitfromthesameflexiblehiringusedfortraditionalengineeringwork.

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ProjectInitiationDocument(PID)developmentcouldalsobenefitfromexpressauthoritytocontractworkloadfora largeinfluxoffunding.PIDdevelopmentisthefirststepinprojectdevelopment,andabottleneckherecouldjeopardizedownstreamsuccess.

FISCALBCPs will be needed for each of the programs identified, and budget appropriations willneed tobemade forCapitalOutlayandLocalAssistance.Dependingon the timingofanytransportation bills, a special BCP/ Finance letter package would need to be developed,possiblyevenseekinganoff-cycleappropriation inorder toquicklyhireandappropriatelyutilizethenewfundsources.

Early in the implementation of the staffing plan, we must rely on broad estimates ofresourceneeds.Thiswillundoubtedlycausetheneedforadjustmentstoinitialestimatesinsubsequent years. Such adjustments will likely be heavily scrutinized, even though thenecessitywilllikelybeagreedtoinadvance.

In the buildup regarding new and expanded transportation funding, the Departmentestimatedthenumberofstaffingthatwouldbeneededtoappropriatelyutilize$2billioninadditional annual funding. This amount was related to a request by Assembly BudgetSubcommittee #3, but the staffing levels shouldbe scalable for any level of new funding.The following table lays out the estimated staffing changes based on a very high levelanalysis. Specific policy changes could significantly change themake-upor the size of thestaffing increases.Ofparticularnote is themaintenance level,which,aspartof thepolicydiscussion at the time, is set at the level to utilize approximately $100million of annualfunding as identified in the development of the Governor’s Transportation Fundingproposal,releasedinSeptemberof2015.

OUTCOMESANDBENEFITSA ten-year, $16 billion investment of increased funding on state highways, bridges, andculvertswillachievemeasurableimprovementstothestatetransportationsystem.Atable,that outlines the projected outcomes and benefits expected from targeted increases intransportationinvestmentisbeingupdatedaspartofthe2017-18budgetproposal.

2. RoadChargePOLICYANDPROGRAMOBJECTIVESThelivedemonstrationoftheRoadChargePilotProgramwillbeconcludinginMarch,2017.Overtheremainingmonthsofthe2016/2017fiscalyear,Caltranswillbeanalyzingthedata

ResourceType Year1 Year2 Year3 Year4 Year5 Year6PlanningEffortsandPIDs 160 160 160 160 160 160CapitalOutlaySupport 850 1,800 2,300 2,800 3,300 3,300Maintenance 925 925 925 925 925 925AdministrativeSupport 150 150 150 120 120 120Total 1,935 2,885 3,385 3,885 4,385 4,385

EstimatedFull-TimeEquivalentNeedtoSupportanAdditional$2billionAnnualInvestment

Note:Amountsshownincludestatestaffandconsultantresources,andrepresenttotalneedineachyear,notadditiveacrossyears.

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and preparing the road charge pilot findings report for submittal to the policy and fiscalcommittees of the Legislature and the California Transportation Commission (CTC).Investments to preserve transportation systems simply have not kept pace with thedemandsonthem,andthisunderfundinghasledtothedecayofoneofCalifornia’sgreatestassets,jeopardizingCalifornia’seconomyandqualityoflife.StateandFederalresourcesforaddressingthisissuearelimited.

Leveraging the work of the California Road Charge Pilot Program, Caltrans successfullyapplied forFixingAmerica’sSurfaceTransportation (FAST)Actgrant funds toenhance thestate’sroadchargepilotprogram.Specifically,thestatewasawardedFASTActfundsforthefollowingwork:

• Developmentandlaunchofarobusteducationandoutreacheffort• Study of organizational design issues related to implementation of a statewide road

chargeprogram• Investigation into a pay-at-the-pump/charging station option featuring a mileage

recordingandreportingmethodthatmimicsthecurrentgastaxmodel.Supports:StewardshipandEfficiency

POLICYIMPLEMENTATIONANDPROGRAMDELIVERYMANAGEMENTANDADMINISTRATIVEIn order tomanage and administer the FAST Act Phase 2 work, and to ensure adequateresource levels are provided for the development, implementation and monitoring ofprocesses,strategies,andoutcomemeasures,athreeyearextensionofthefive(5)limitedtermpositionsprovided inSB1077willbe required,and thepotentialadditionof two (2)limitedtermpositionwouldbenecessarytoprovidethelevelofoversightanddataanalysisrequiredforthiseffort.

STATUTORYDependingontheoutcomeofthecurrentroadchargepilotprogramandtheintentoftheAdministration and Legislature, legislation could be needed to develop and implement aroad charge program. This legislation would need to address, at a minimum, theimplementing body, timeline for implementation, and transition strategy, as well as ratesettingmethodology.

Currently,SB1077hasasunsetdateofJanuary1,2019.InordertomanageandadministertheFASTActPhase2program, legislationwouldberequiredtoextendthesunsetdateaswellastheextensionofthelimitedtermpositionscurrentlyinstatute.Additionally,agreatlevel of uncertainty exists surrounding the FAST Act grant award structure and timing,therefore, legislationwould be needed to allow for an extended encumbrance period fortheroadchargecontractdollars,whichwillgiveCaltranstheflexibilitytomitigateanyrisksassociatedwithchangesinscope,tasks,activities,scheduleandbudget.

FISCALCaltrans, in anticipation of the Phase 2 FAST Act Notice of Funding Opportunity (NOFO),submittedaBudgetChangeProposal(BCP)(2017/2018)forthedemonstrationofapay-at-the-pump/charging station option, valued at $20M ($10M federal/$10M state). Initially,Caltrans anticipated the release of the NOFO in the spring of 2017, however FHWA hasaccelerated their timetable and have indicated they will be releasing the NOFO inDecember,2016.

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Additionally, FHWAhad indicated their desire to program the remaining $80M in SurfaceTransportation SystemFundingAlternatives (STSFA), Section6020of the FASTAct, duringthePhase2process,howeverwiththeacceleratedtimelinetheyareconsideringasmallersolicitationof$20M. Dependingon theparametersof theDecemberNOFO,Caltranswillneedto revisit theBCPrequestandadjustappropriately. It isanticipated thatPhase3ofthe FAST Act grant funding will be for the remaining funding available in the overallprogram;$60M.OUTCOMESANDBENEFITSTheStateisundertremendouspressuretomaintainitsservicelevelsandthequalityofitstransportation network while at the same time facing a rapid decrease in funding.Therefore,CaltransintendstopursueaPhase3FASTActgrant,inthe2018/2019fiscalyearto continue the demonstration of the pay-at-the-pump/charging station model, ordependingon thepreferenceof theAdministrationandLegislature, topotentiallyprovideseedmoneyforthedevelopmentofastatewideroadchargeprogram.

SAFETY

3. Bike&PedestrianSafetyPlanPOLICYANDPROGRAMOBJECTIVESThePedestrianSafety ImprovementMonitoring(Pilot)Programwas implemented in2016.The purpose of the program is to identify and address pedestrian-related high collisionconcentrationlocations.AsimilarBicycleSafetyImprovementMonitoring(Pilot)Programisbeingdeveloped,andisscheduledtobeimplementedin2018.BothPilotProgramswillbefundedthroughtheHighwaySafetyImprovementProgram(HSIP).

FuturePilotprogramactivitieswillincludedevelopmentandimplementationofapedestrianvolumedatasystemandpedestrianinfrastructureinventoryfortheCaliforniaStateHighwaySystem. It will also include refinement and implementation of improved methods formonitoringconcentrationsofcollisions.

Acomplimentarypedestriansafetyimprovementprogramisunderway,whichidentifiesanalternateriskassessmentmethodcalledsystemicsafetyanalysis.Theobjectiveistodevelopatooltoidentifysafetycountermeasuresthatcanbeimplementedsystemicallyacrosssiteswithsimilarcharacteristics.Toaccomplishthis,crashesalongthestudyregionarecountedfor specific crash type and facility type pairs. The result will provide guidance about thepossiblesetofcountermeasuresthatcanbeusedtoreducethespecifictypeofcrashesforeachfacilitytype.

The long termobjective is to establish anongoing, comprehensivepedestrian andbicyclesafetyprogramtosubstantiallyreducefatalitiesandseriousinjuriesontheCaliforniaStateHighwaySystem.

Supports:Safety&Health

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POLICYIMPLEMENTATIONANDPROGRAMDELIVERYMANAGEMENTANDADMINISTRATIVEThe129pedestrian-related collision locations identified in thePilotProgramare currentlyundergoing traffic safety investigations to determine probable cause and to identifypotentialcountermeasurestoreducecollisionsinvolvingpedestrians.TheinvestigationswillbecompletedbyFebruary2017.

TheDepartmenthasstartedworkingonthefirst-everCaliforniaStateBicycleandPedestrianPlan,whichwillbeaCaltransplan fornon-motorized transportation facilitieson thestatehighwaysystemthatfocusonconnectivitywithtransit,passengerrail,highspeedrail,andlocal and regional transportation systems, as well as addressing bicycle and pedestriansafety.

FISCALTheDepartment isexploringthepossibilityfundingsystemicsafety improvementsthroughthe Active Transportation Program (ATP). It will continue to fund the spot safetyimprovementprogramsthroughtheHSIP.

OUTCOMESANDBENEFITSThese initiativeswillhelp theDepartment toachieve itsobjectiveof triplingbicycle traveland doublingwalking by 2020, aswell as reducing bicycle and pedestrian fatalities by 10percentannuallythrough2020.Specificoutcomesinclude:

• Completion of 129 pedestrian-related traffic safety investigations. Based on PilotProgramprogress,90countermeasuresareanticipatedtobeprogrammedintothe2018SHOPP.

• Identification of bicycle-related high collision concentration locations most likely tobenefitfromsafetyimprovements,andtrafficsafetyinvestigationsofthoselocations.

• The Department will submit Cycle 4 ATP applications for viable pedestrian-relatedsystemicsafetyimprovements.

INNOVATIONandPROCESSIMPROVEMENT

4. AcceleratedDeliveryBridgeProgramPOLICYANDPROGRAMOBJECTIVESThe Department’s bridge program has been well managed. However, with perennialfunding constraints, the program is falling behind on replacing aging and critical bridges.Theprogramwillstrategically identifybridgesoncritical freightcorridorsfor improvementand using innovative delivery options, these will be delivered in waves as they becomeready. Supports:StewardshipandEfficiency

POLICYIMPLEMENTATIONANDPROGRAMDELIVERYMANAGEMENTANDADMINISTRATIVEDepartment experts andmanagers are reviewing bridge inventory with stated criteria toexpedite the repair of critical bridges. Efforts are also underway to resource thedevelopmentof scopingdocuments tobetter inform theprojectdevelopmentprocess forthesebridges.TheDepartmentexpectstouseinnovativedeliveryoptionslikedesign-build

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and CMGC for efficient and accelerated delivery. While project identification is wellunderway,projectdeliveryactivitieswillbegininthe2017/18fiscalyear.

FISCALThe Department is considering the use of Grant Anticipation Revenue Vehicle (GARVEE)bonds as a fundingmechanism for thesebridges amongother resources including SHOPPandpotentialnewrevenues.Thisprogramwilluseupto$450millioninGARVEEbondstoleveragetheaccelerateddeliveryofappropriatebridgebundles.

OUTCOMESANDBENEFITSThisprogramwill retireseveralhigh-volumecorridorbridgesandrestoreextendedservicelives,resulting in lowermaintenancecosts. Whiletheprogramisstillunderdevelopment,Caltrans estimates about 150bridgeswill be repaired faster andwith cost savings due tothiseffort.Itshouldalsoeliminateweightrestrictionsonsomebridgesalongcriticalfreightcorridors.Afterthesebridgeshavebeenfixed,itisexpectedthattheseaddressedcorridorswill result in significant freight movement time savings. Identification process is almostconcludedforprojectsthatwillrequirescopingdocuments.

5. IntegratedCorridorManagementPOLICYANDPROGRAMOBJECTIVESCaltranswillcontinuetosupportseveralinitiativesoverthenext18to24monthsinvolvingIntegratedCorridorManagement(ICM).OneoftheobjectivesintheDepartment’sSystemPerformance goals is to develop integrated corridor management strategies for thosecorridorsofhigheststatewidesignificance.

ICM employs advanced intelligent transportation technologies to manage the entiretransportation network – from freeways to arterials, transit to parking. According to theUnited States Department of Transportation, “Through an ICM approach, transportationprofessionalsmanagethecorridorasamultimodalsystemandmakeoperationaldecisionsforthebenefitofthecorridorasawhole.”

Supports:SystemPerformance

POLICYIMPLEMENTATIONANDPROGRAMDELIVERYMANAGEMENTANDADMINISTRATIVECaltranscommittedtocompletefiveICMimplementationplansby2018.Thefivecorridorsare Interstate 210 in Los Angeles County, Interstate 80 in Alameda and Contra CostaCounties,StateRoute57inOrangeCounty,Interstate110inLosAngelesCounty,andStateRoute91inOrangeCounty.ConceptofOperationsdocuments(ImplementationPlans)havebeen completed for the Interstate 80 and Interstate 210 projects. Work is underway tocreateConceptofOperationsdocumentsfortheRoute57,91andI-110corridors;allthreeofwhichshouldbecompletedbymid-2018.

Caltranshascommittedto implementing three ICMcorridorsby2020. Twoprojectshavebeenimplementedandareinoperation.TheseprojectsarelocatedonInterstate15inSanDiegoCountyandInterstate80inAlamedaandContraCostaCounties.

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OUTCOMESANDBENEFITSAthirdprojectonInterstate210inLosAngelesCountyisinthehigh-leveldesignphaseandisonscheduleforactivationinlate2018.ThefirstphaseincludesthecorridorsegmentthatextendsfromPasadena12.5mileseastward,justpasttheintersectionwithI-605inDuarte.

Results of Caltrans’ operational ICMprojects and the I-210pilotwill assist in determiningtheexactbenefitsofICM,whileexpectedbenefitsincludethefollowing:• improvedmulti-modalaccess• travel-timereliability;• safety;• systemefficiency;• informationavailability;• reduceddelayresultingfromeventsandincidents;and• increasedthroughputofpeopleandgoodsthroughthecorridor.

6. e-ConstructionPOLICYANDPROGRAMOBJECTIVESThemobile device and electronic document pilot project will outline potential statewidesavings for both direct costs and reduced environmental impacts if mobile devices areimplemented for field construction. The pilot project and subsequent report will becompleteinSpringof2017. Supports:Safety&Health,StewardshipandEfficiency

POLICYIMPLEMENTATIONANDPROGRAMDELIVERYMANAGEMENTANDADMINISTRATIVEThegoalofthepilotprojectistoreportonthebenefitsofusingupdatedtechnologyintheadministrationof construction contracts. Thedraftpilot report is 85%completewith thefinalreportdueinearly2017.

The methodology is to supply construction staff with a pre-loaded tablet device withconstruction contract documents and reference materials necessary to administer theirconstruction contract. The pilot project is monitoring and evaluating the following threeareas:

• The efficiency of using electronic documents on the tablet device in lieu of paperdocuments.

• Thebenefitsofusingelectronicdailyreportsinlieuofhandwrittendailyreports.• Thebenefitsofanelectronicdocumentmanagementsystemasareplacement for the

currentpaperfilingprocess.Thepilotalsoidentifieschallengesandactionsthatneedtobeaddressedsothisinnovativemethodcanbesuccessfulsuchas:

• Theacquisitionandsecurityissuesassociatedwithtabletdevices..• Therightscopeandscaleoftechnologyandinfrastructureneeded.• Theconstructionrecord-keepingandrecord-retentionpoliciesneedtobere-evaluated

toallowdigitalrecords.

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OUTCOMESANDBENEFITSTheimplementationofthispilotisbeingperformedtoevaluate:thepotentialreductionofthe Department’s environmental footprint; potential efficiencies achieved by using tabletdevices;anddatamanagementsystemsandtransparency.The report will be completed in early 2017. The intention is to be able to obtain tabletdevices for field staff over the next two years so the Department can take advantage ofthese benefits. While not complete, preliminary benefits include elimination of paperdocuments, allowing for fewer trips back and forth to the field to consult various paperdocumentsandallowingforpotentialquickerresolutionoffieldissueswiththeinformationavailableataperson’sfingertipsinthetabletdevice.

SUSTAINABILITY/CLIMATE

7. Tier4ConstructionEquipmentPilotProjectsPOLICYANDPROGRAMOBJECTIVESTheTier4ConstructionEquipmentPilotProjectobjectivesaretoadvertiseandawardtwoconstruction projects which require contractors to use Tier 4 off-road diesel equipmentduringconstruction. Informedbytheoutcomeofthetwoprojectawards,theDepartmentwill advertise eight additional projects which will be located in Air Resource Boardnonattainment areas for off-road diesel equipment. Requiring contractors to use Tier 4construction equipment,which is cleaner than currently required byARB regulations,willreduce the equipment exhaust emissions anticipated during construction. Reducing airpollution fromexhaustemissionsduringconstructiondemonstratesCaltrans’commitmenttomeetingtheairpollutionandgreenhousegasreductionobjectivesidentifiedinboththe“Sustainability, Livability and Economy” and the “Safety andHealth” goals outlined in theCaltransStrategicManagementPlan.

Supports:Sustainability,Livability,andEconomy;SafetyandHealth

POLICYIMPLEMENTATIONANDPROGRAMDELIVERYMANAGEMENTANDADMINISTRATIVEIn 2017, Caltrans will advertise and award two construction pilot projects requiringutilizationofTier4off-roaddieselequipmentduringconstruction:

1. PilotProjectNo.1inDistrict6.EA06-0K460,aSHOPP-funded$17.9milliondollarbridgereplacementprojectonRoute99inKernCounty.ThisprojectislocatedintheSanJoaquinValleyAirBasin.2. Pilot Project No. 2 in District 8. EA 08-0N971, a SHOPP-funded $21.4 million dollarmedianbufferand shoulderwideningprojectonUSRoute395 inSanBernardinoCounty.ThisprojectislocatedintheMojaveDesertAirBasin.

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Basedonthebidsreceivedforthetwopilotprojects,wewilldetermineifrequiringtheuseofTier4constructionequipmentresults inachange intheorderof thebidscomparedtothose received forperforming theworkas requiredby currentAirResourcesBoard (ARB)regulations.Estimatedaccomplishmentdateofthisobjectiveisfall2017.

OUTCOMESANDBENEFITSIn 2018, Caltrans will establish an ongoing program requiring Tier 4 off-road dieselequipmentonselectconstructionprojects.

Reducing particulatematter and oxides of nitrogen (NOx) from exhaust emissions duringconstructionreducesenvironmentalimpactsfromthetransportationsystemandpromotescommunityhealth.

8. ZEVActionPlanPOLICYANDPROGRAMOBJECTIVESIn 2012, Governor Brown issued Executive Order B-16-12 directing State governmentagenciestohelpacceleratethemarketforzero-emissionvehicles(ZEVs) inCalifornia. TheExecutive Order called for 1.5 million ZEVs in California by 2025 and established severalmilestones on the pathway toward this target. In October, 2016, the Governor’s OfficereleaseditsupdatedZEVActionPlan,settingnewstrategiesandtargetstohelpacceleratetheadoptionofzero-emissiontechnologiesinCalifornia. Supports:Sustainability,Livability,andEconomy

POLICYIMPLEMENTATIONANDPROGRAMDELIVERYMANAGEMENTANDADMINISTRATIVETo accomplish these targets, the Department has prioritized ZEV implementation actionsandassigneda“30-in-30”programmanagertoassurethatat least30newpublicchargingstationsareinplaceby2018.

REGULATORYTheDepartmentwillwork throughconstraintsassociatedwith the implementationofZEVfuelingstationswithin thepublic rights-of-waysuchas restrictiononcommercializationofpublic property; cost recovery of capital investments; and maintenance and operationscosts.

STATUTORYInstallationofZEVchargingstationswillrequireprogrammingtheseprojectsintotheStateHighway Operation and Protection Program (SHOPP). All programmed projects in theSHOPP need to be approved by the California Transportation Commission. If the ZEVprojectsaredeemedtobeineligibleforSHOPPfunds,statutoryactionsmayberequired.FISCALThefiscalimpactsofimplementingtheGovernor’s2016ZEVActionPlanatCaltransfacilitiescanbe accommodated throughnormal budgetary processes as long as theseprojects aresuccessfullyprogrammedintheSHOPP.

OUTCOMESANDBENEFITSConsistentwiththeobjectivesoftheExecutiveOrder,ourZEV2-yearoutcomesinclude:

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• InstallingpublicDCfast-chargingstationsforElectricVehicles(EVs)ataminimumof30locations (six pilot projects and 24 other locations). Part of this goal includesacceleratingexistingprojects.

• Implementingthreehydrogenfuelingstations,withthefirstinstallationatSylmarintheLosAngelesareaforCaltransfleetwithatrailer-mountedrefuelingstation.

• Increasing workplace charging stations to allow employee EV charging in at least 5percentofDepartment-ownedparkingspaces.

9. CompleteStreetsImplementationActionPlan(CSIAP2)POLICYANDPROGRAMOBJECTIVESThe Division of Transportation Planning created the Office of Smart Mobility and ActiveTransportation to provide focused and practical guidance on implementing theDepartment’s goals of Smart Mobility, Complete Streets, and Active Transportation intoplanning andproject development, and to implement theDepartment’s Complete Streetspolicy.AsofJune,2016,86%oftheHighFocusActionitemsareunderwayorcompleted.CaltransproducedtheSmartMobilityFramework(SMF)LearningNetworkForumsandWebinars.AtotalofsixForumsweredeliveredin2016,andsixWebinarswillbedeliveredlate in2016andearly2017onSMFprinciplesandperformancemeasures,healthintransportation,andreal-worldimplementationexamplesthatincorporateSmartMobilityandCompleteStreetsapproaches.

Supports:Sustainability,Livability,andEconomy

POLICYIMPLEMENTATIONANDPROGRAMDELIVERYMANAGEMENTANDADMINISTRATIVETo ensure the action plan and other implementation activities on Complete Streets areactively pursued, a management steering committee will be re-established to provideresponsibledirectionandaccountability.TointegrateSmartMobilityandCompleteStreetsprinciplesintoCaltransplanning,projectdevelopment, and delivery in an effort to institutionalize these principles such as SmartMobilityFrameworkLearningNetwork;;guidanceandtechnicalassistance;integrationof33Complete Streets Features into the SHOPP tool to track complete streets in projectdevelopment; and tracking progress of action items identified in the Complete StreetsImplementationActionPlan(CSIAP)2.0fromJune,2014-June2017.

OUTCOMESANDBENEFITSByassuringstreetsmeetthetransportationneedsofallusersofthetransportationsystem,includingpedestrians,bicyclists,transitusers,andthemobility-impaired,wearehelpingtoreach the goals laid out in our Caltrans StrategicManagement Plan (triple biking, doublewalkingandtransit)andCTP2040.Theseincludetransportationequity,improvedhealthbyreducinggreenhousegasemissions,andprovidingopportunitiesforactivetransportation.

AsofNovember15,2016,of the510Project InitiationDocuments (PIDS) inqueuefor the2018 SHOPP, 181 are projects with Complete Street features. The Caltrans PerformanceMeasures associated with the Complete Streets target 39 percent of projects havingcompletestreet featuresby2020. As thecurrentSHOPPPIDachieveabout35percentof

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projectswithcompletestreetelements,Caltranswillbothadd/modifyPIDstowardthisgoalandsetasideasufficientreservationaccounttoensurethedepartment’stargetismetwiththe2018SHOPP.Thesefeaturesincludeintersection,sidewalkandrampimprovementsforpedestriansandmobility impaired,bikeandpedestriangap closures, transitpulloutsandstops, lighting, park and ride lots, bicycle lanes and separatedbikeways, commonly calledcycletracks.

10. CaliforniaSustainableFreightActionPlan(CSFAP)POLICYANDPROGRAMOBJECTIVESSeveral upcoming federal and State initiatives will result in freight transportation systemefficiencies. The two primary undertakings involve implementation of the CaliforniaSustainableFreightActionPlan(CSFAP)andmeetingtherequirementsofthefederalFixingAmerica’sSurfaceTransportation(FAST)Act.In 2015, Governor Brown issued Executive Order B-32-15, directing State governmentagencies to develop a plan aimed at improving freight efficiency, transitioning to zero-emissiontechnologies,andincreasingthecompetitivenessofCalifornia’sfreightsystembyJuly, 2016. Caltrans is responsible for meeting the resulting CSFAP’s target to improvefreightsystemefficiencyby25percentthroughtheimplementationofseveralactions.To receive federal reauthorization FAST Act funding, an updated freight plan containingadditionalelementssuchasaFreightInvestmentPlan,designatedCriticalRuralandUrbanFreightCorridors,andanassessmentoffreightsystemperformancemustbesubmittedbyDecember2017.

Supports:Sustainability,Livability,andEconomy

POLICYIMPLEMENTATIONANDPROGRAMDELIVERYMANAGEMENTANDADMINISTRATIVECaltransistheleadfor25Stateagencyactions,ajointpartnerforfiveotheragencies,andisresponsible for two of the three pilot projects listed in CSFAP. Success will require adepartment-wideeffortwithsupport,commitment,andcooperationatalllevels.

An efficiency group, consisting of public and private stakeholders including academia andtechnical and modal experts, has been established to help vet potential project ideas,provide advice on investments, and cultivate partnerships. This group will also assist indevelopingthefreightefficiencytargetmetricandmethodfor itsmeasurementthrougharesearchtaskorderusingworkgroupmeetingsandstatewidewebinars&teleconferences.Reporting to the Caltrans Executive Board, California Freight Advisory Committee, theinteragencygroup,andotherswilloccurasneeded.

TheDepartmentwillleadactivitiesinvolvedwithnewrequirementsoftheFASTActthroughstatewide coordination, collaboration, and communication with private, state, local, andfederal stakeholders. Multiple teleconferences andworkshops are scheduled throughoutthenextyearandbeyond.REGULATORYPotentialchangessuchastruckweightsandsizes,anduseofpublicrights-of-wayforfuelingfacilitiesmayneednewregulation.

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STATUTORYFAST Act § 8001; 49 U.S.C. 70101-70103, 70201-70204, provides statutory provisions forinvestmentsintheareaoffreighttransportation.MandatesfoundinthislegislationsetsthegroundrulesforStatestoreceivefederalfunding.

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FISCALThefiscal impactsoffully implementingtheCSFAPandnewFASTActcouldbesubstantial.Without additional funding and personnel resources,meeting the targetswill be difficult.FAST Act authorizes roughly $305 billion for highway, transit, safety, and rail-relatedprograms.Californiaapportionmentisestimatedat$582.6millionfortheNHFP,distributedoverafive-yearprogram.

OUTCOMESANDBENEFITSAnupdated and comprehensiveplan tomeet thenewFASTAct requirementswill enableCalifornia to receive federal freight funding and efficiently plan for its use throughperformancemonitoring.Additionalfundingwillhelpdrivefreightefficiencycontributiontothe economy as freight represented 32 percent of the State GDP and generated over 5millionjobsin2014.

PERFORMANCEMANAGEMENTandORGANIZATIONALEXCELLENCE

11. Director’sOfficeofInnovation,Risk,andStrategicManagement(DOIRSM)

POLICYANDPROGRAMOBJECTIVESTheDirector’sOfficeof Innovation,RiskandStrategicManagement(DOIRSM)wascreatedto harness the synergistic opportunities inherent in the alignment of the Department’sstrategic management, process improvement, and innovation and risk managementactivities.Theseactivities,whichhadreportedtovariousmanagersinthepast,nowreportdirectly to theChiefDeputyDirectorand theDirector, thusprovidingopportunity toaligntheseimportantfunctionstotheDepartment’sstrategicfocus.TheOfficeChiefwillbetheDepartment’sleadonperformancemanagement,riskandinnovation.

Supports:OrganizationalExcellence

POLICYIMPLEMENTATIONANDPROGRAMDELIVERYMANAGEMENTANDADMINISTRATIVEThe Office was created through redirection of existing resources and the realignment ofsome existing functions within the Department. Leadership will also use the Office as atrainingopportunityforstaffonarotationalbasistofurthersupplementtheunit’sstaffing.EffortsareunderwaytorecruitacandidatefortheOfficeChiefposition.

OUTCOMESANDBENEFITSDOIRSMenhancestheDepartment’sabilitytoexecutetheStrategicManagementPlan,anditsshortexistencehasalreadyyieldedbenefitshithertounrealizedthroughthecoordinationof enterprise risk management and strategic planning. DOIRSM will ensure furtheraccountability throughamoretransparentmanagementof thevariousgoalmetricsundertheStrategicManagementPlan.

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12. OrganizationalExcellencePOLICYANDPROGRAMOBJECTIVESAs a result of the findings of the 2016 Organizational Excellence employee survey thedepartment is focusing its efforts over the next 24 months on four major focus areas:improve management; facilitate communication; promote innovation and processimprovement;andincreasetraining.

Supports:OrganizationalExcellencePOLICYIMPLEMENTATIONANDPROGRAMDELIVERYMANAGEMENTANDADMINISTRATIVEStrategies to improvemanagement include;annualsupervisorrefreshercourses,quarterlynewsletters, amanager'shelpline. Also includedareways toengageemployees, suchas;regularstaffmeetings,communicationportals,mentorshipprograms,rotations,plus-ones,individual development plans, leadership visits to all-staff meetings, and internalcommunicationplans.Tofacilitatecommunication,continuedsupportandimprovementswillbemadetotheMileMarker,Director'sTownHallmeetings,andNewsFlashcommunications. Othermodesofcommunicationarebeing testedaswell; socialmedia, online communicationportals, andcommunicationguidancedocuments.Innovationhasbeenan integralpartofCaltranshistory,but therearenewdimensions tofacilitate creativity in the workplace. Lean 6-Sigma, Innovation Station, LeanWhite Belttraining,andInnovationFairsareallpartoftheplanto increaseemployeeparticipation increativethinking.In order to increase the amount of training at Caltrans, a number of strategies are beingconsidered. These strategies include; creating a web portal for digital training and openuniversities to provide on-demand training, creating a training history in the LearningManagementSystemtocaptureadditionaltraining,includelowerranksinmanagementandleadershiptrainingcourses.

OUTCOMESANDBENEFITSThepurposeoftheeffortsabovearetoensurethattheDepartmentfulfillsitsstrategicgoalofOrganizationalExcellencethroughthefourmajorfocusareasof: improvemanagement;facilitate communication; promote innovation; and increase training. The department’sprocess improvement initiative has resulted in efficiencies of approximately $12M in thefirst2years,from19projects.Continuanceoftheinitiativeoverthenext2yearswillresultinat least30moreprocessimprovementswiththeexpectationofachievingasimilarlevelofefficienciesinprocessimprovements.Thesecombinedeffortswillgetustoourgoal tobeanational leader indeliveringqualityservice through excellent employee performance, public communication, andaccountability.

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APPENDIXA–SUMMARYMATRIXWHAT HOW OUTCOMESANDBENEFITS

Governor’sFundingPackage,andStaffingStrategy • Management&Administrative• Statutory• Fiscal

A ten-year, $16 billion investment of increased funding on state highways, bridges, and culverts willachievemeasurableimprovementstothestatetransportationsystem.

RoadCharge • Management&Administrative• Statutory• Fiscal

Continuanceofdemonstrationofthepay-at-the-pump/chargingstationmodel,orpotentiallyprovideseedmoneyforthedevelopmentofastatewideroadchargeprogram.

Bike&PedestrianSafetyPlan • Management&Administrative• Fiscal

Completionof129pedestrian-relatedtrafficsafetyinvestigations;90countermeasuresareanticipatedtobeprogrammedintotheSHOPP;identificationofbicycle-relatedhighcollisionconcentrationlocationsandtraffic safety investigations of those locations; Cycle 4 ATP application for pedestrian-related systemicsafetyimprovements.

AcceleratedBridgeDeliveryProgram • Management&Administrative• Fiscal

Retiresseveralhighvolumecorridorbridges;restoresextendedservicelifeandlowersmaintenancecosts;eliminateweightrestrictionsonsomebridgesalongcriticalfreightcorridors.

IntegratedCorridorManagement • Management&Administrative PilotprojectonI-210inLosAngelesCountyscheduledforactivationin late2018. Improvesmulti-modaltravel-time reliability; safety; system efficiency; information availability; reduced delay resulting fromeventsandincidents;andincreasedthroughputofvehicles,peopleandgoodsonthecorridor.

e-Construction • Management&Administrative

Tabletdevicesforfieldstaffoverthenexttwoyears;reducingneedtoproducepaperdocuments,fewertripsback& forth to the field;quicker resolutionof field issueswith informationavailableat aperson’sfingertips.

Tier4ConstructionEquipment • Management&Administrative

Ongoing program which requires utilization of Tier 4 equipment during construction; eight additionalconstruction pilot projects requiring utilization of Tier 4 equipment during construction; resulting inreduction of particulate matter and NOx from exhaust emissions during construction reducingenvironmentalimpacts,promotingcommunityhealth.

ZEVActionPlan • Management&Administrative• Regulatory• Statutory• Fiscal

Minimumof30PublicDCfast-chargingstationsforElectricVehicles(EVs);threehydrogenfuelingstations;workplacechargingstationsatleast5percentofdepartment-ownedparkingspaces.

CompleteStreetsImplementationActionPlan(CSIAP2)

• Management&Administrative

181ProjectInitiationDocuments(PIDS)inthe2018SHOPPcontainCompleteStreetfeatures:intersection,sidewalkandrampimprovementsforpedestriansandmobilityimpaired;bikeandpedestriangapclosures;transitpulloutsandstops;lighting;parkandridelots;bicyclelanesandseparatedbikeways.

CaliforniaSustainableFreightActionPlan(CSFAP) • Management&Administrative• Regulatory• Statutory• Fiscal

Additional freight funding to improve freight efficiency, transitions to zero-emission technologies, andincreasescompetitivenessofCalifornia’sfreightsystem.

Director’sOfficeofInnovation,Risk,andStrategicManagement(DOIRSM)

• Management&Administrative EnhancestheDepartment’sabilitytoexecuteitsSMP;shortexistencehasalreadyyieldedbenefitshithertounrealized through the coordination of enterprise risk management and strategic planning; will ensurefurtheraccountabilitythroughmanagingthevariousgoalmetricsundertheStrategicManagementPlan.

OrganizationalExcellence • Management&Administrative

Improvednationalleadership;excellenceinemployeeperformance;improvedpubliccommunication,andaccountability; continuanceof innovationandprocess improvementeffortswithat least30newprocessimprovementsoverthenexttwoyears.