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Transportation


Overview

Cambria has a history of providing management and technology consulting services to the transportation market. The Cambria team has wide-reaching experience with state departments of transportation, their local agency partners (such as metropolitan planning organizations [MPO] and regional transportation planning authorities [RTPA]), and private sector clients.

Our services range from management consulting services (i.e., program and project management offices, best practices review, organizational analyses) to IT consulting services (i.e., asset management systems, road pricing/tolling technology, enterprise resource planning systems).

Whether you need support with strategic planning, data analyses, performance measurement, or earned value analyses, or you are planning to implement a new business system, Cambria’s collaborative approach and commitment to your success will deliver bottom line results for your organization.


Maintenance & Operations

The Cambria team has wide-reaching maintenance, operations, and asset management experience consulting to the California Department of Transportation and California regional metropolitan planning organizations (MPOs) and regional transportation planning agencies (RTPAs).

Within Caltrans, we have worked with numerous divisions and programs, including Maintenance, Capital Projects, Mass Transportation, and Traffic Operations. We also bring experience with support programs such as Information Technology and Procurement.

Our maintenance, operations, and asset management transportation experience includes both strategic and tactical projects that have produced real results in areas such as strategic planning, meeting facilitation, data analysis and performance measurement, enterprise system implementations, change management for new systems, business process reviews and reengineering, business and technical requirements definition, procurement support, and feasibility study report development.


Administration and Program Management

Cambria is experienced at facilitating a variety of program and project management activities tailored to our clients’ challenges, including strategic planning and performance-based management, employee performance and workforce planning, business process reengineering, procurement support, program feasibility, and program tracking. Cambria has assisted numerous public agencies with program management and measurement.

We understand how to facilitate change and systems improvement at all organizational levels to help our clients develop or refine program objectives and requirements, and achieve results. We also understand the increasing requirements for program transparency and accountability. Each program evaluation and development project brings challenges unique to the organization.


Road Pricing and Tolling

Cambria has deep experience in road pricing and tolling—specifically the planning, construction, start-up, and operations of toll facilities. Cambria transportation consultants have held executive and consultant roles in the full lifecycle of express lane and traditional toll facilities, including planning, financing, construction, operations, and maintenance.

Cambria consultants are widely recognized in the international tolling industry as experts in public-private partnerships, congestion pricing, customer service, technology, and toll operations.


Funding and Financial Management

Cambria has detailed knowledge of the complexity of the transportation planning and budgeting processes that incorporate the various fund sources, grant programs, and associated reporting requirements at the federal, state, and local levels. We are familiar with federal and state grant processes, and the challenges involved with the roll-up of financial and performance data from multiple sources.

We have helped several states implement federal programs (i.e., AmeriCorps, Help America Vote Act, Real ID) where grant reporting, transparency, and accountability have been a major component—and where the state’s existing technology and manual processes no longer support the performance reporting.


Selected Case Studies

The Strategic Highway Safety Plan (SHSP) “guides safety activities within the State of California regarding all roadway users on all public roadways.

Cambria assisted 200 of California’s transportation safety stakeholders (including Caltrans, CHP, DMV, local agencies and private organizations) to develop the California SHSP. Cambria’s responsibilities included: facilitating discussions and gaining consensus with the project leaders and SHSIP Steering Committee on project timelines, roles and responsibilities, and funding concepts; developing the outline for Challenge Area Safety Needs Plans (SNP) and guidance documents used by sixteen Challenge Areas to complete their SNPs; developing performance measures to measure the impact of the action plans; and developing and implementing business processes to facilitate the development of the SHSIP, management of the program and implementation of the action plans.

While the SHSP includes high-level safety strategies in 16 challenge areas, the Strategic Highway Safety Implementation Plan (SHSIP) includes a specific set of actions in the 16 challenge areas for implementation. Once all the needs had been met, the SHSIP resulted in 152 actions. The SHSIP is intended for use by safety stakeholders and the public. Safety stakeholders can use it as a strategic guide to help them stay focused and collaborate effectively on the most pressing safety issues. Members of the public can use it to educate themselves about the specific actions taken to improve safety in the State of California.

The Metropolitan Transportation Authority wanted to conduct an evaluation of the opportunity to improve mobility within Los Angeles County by integrating the operations of Metro’s programs into the Los Angeles Regional Transportation Management Center (LARTMC). Prior to this project, the ExpressLanes and General Purpose Lanes operate separately in different locations.

As part of the work effort, Cambria conducted a series of interview and collaboration workshops with Caltrans, Metro, and CHP to determine the impact to Operations & Maintenance, Systems, Infrastructure & Administration, and Resources & Staffing. Cambria also completed an inventory of TMC operations, a series of workshops and a Concept of Operations to provide recommendations on where this integration could be most effective to delivering transportation efficiency to the Los Angeles drivers.

As a result, Metro improved opportunities to consolidate and leverage the services and capabilities of the LARTMC for the mutual benefit of managing ExpressLanes and General Purpose Lanes for the LA regional drivers.

Caltrans, in a joint procurement agreement with the Illinois Department of Transportation (IDOT) purchased 130 new bi-level railcars. Both Caltrans and IDOT received federal grants from the Federal Railroad Administration (FRA) totaling over $700 million to purchase the new rolling stock built to design specifications developed by the Next Generation Equipment Committee, a national grouping of public agencies and private industry.

Cambria provided procurement support, project management services, public outreach and survey services, technical writing, and administrative support. In addition, staff researched and developed procurement documents, developed project schedules, provided status reports, facilitated meetings, developed and conducted public outreach meetings and surveys.

Cambria developed of the draft Bi-Level Railcar Request for Proposal and developed the joint procurement agreement with IDOT. In addition, Cambria Solutions developed evaluation criteria and processes, request for information; and analysis of responses. Lastly, Cambria coordinated with IDOT and FRA staff in the development of public outreach and surveys targeting other state agencies and the public.

Anticipating that Toll Operations staff (Express Lanes Toll Operators in Oakland, CA.) would increase responsibilities in the future, BAIFA was interested in studying organizational options for staffing its Express Lanes (EL) Toll Operations activities. Between now and 2035, MTC will convert 150 miles of existing High Occupancy Vehicle (HOV) lanes to express lanes and add 120 miles of new lanes to close system gaps, ultimately operating 270 miles of MTC Express Lanes.  When combined with 280 miles of express lanes under development by other Bay Area agencies, the total Bay Area Express Lanes will consist of 550 miles of express lanes. The Bay Area Express Lanes will create a seamless network of HOV lanes to encourage carpools, van pools and transit use; make the best use of HOV lane capacity; provide drivers with the choice for a more reliable travel option and better manage lanes to keep traffic moving.

MTC needed to understand how best to organize its staff, financial resources and business processes to smoothly implement the MTC ELP.  In addition, MTC needed to navigate through key issues as it created its new organization including:

  • How would a fully operational ELP and ELP Team operate and how will it feel to work as part of the Team?
  • What results, behaviors and characteristics are needed to deliver this new Program in a tight time schedule?
  • What are the needs and roles of internal stakeholders throughout MTC?
  • How do should the ELP Team be viewed/thought of by external stakeholders/partners?
  • What are the strengths and weaknesses of the current organizational structure relative to what will be needed to successfully deliver and operate the MTC ELP?

In addition, BAIFA was interested in studying potential efficiencies and economies of scale in integrating Express Lanes operations with the 511 Traffic Information Center (TIC), Transportation Management System (TMS) staff (performance-based monitoring of loops, CMS, ramp meters, etc) and the Caltrans TMC.

Knowing that Toll Operations staff will need to be able to monitor system performance, coordinate with Caltrans Traffic Management Center (TMC), Transportation Management System (TMS) operations staff, law enforcement and emergency service providers) we developed an implementation roadmap that incorporated an organizational the current and proposed environment assessment. The MTC ELP Organization Assessment and Implementation Plan provided the next step by developing a roadmap to implement an MTC ELP Organization.  Cambria helped MTC to develop Guiding Principles, identify lessons learned and best practices from other express lanes organizations, review the current ELP Organization structure, including Toll Operations and Transportation Management Systems (TMS) oversight, develop alternative organization structures and a recommended organization structure and develop an implementation roadmap for implementation of the MTC ELP Organization.

MTC successfully created its Express Lanes Operations team with clear positions and roles and responsibilities designed for delivery and operations of the MTC Express Lanes Network (ELN).  The ELP Roadmap helped MTC to successfully establish an organization including:

  • Established clear oversight and management of the Express Lanes Program
  • Fostered the organizational culture and garnered support across the Commission
  • Solidified the organizational structure and leadership / decision-making process
  • Developed the data governance, data analysis, and performance monitoring for ongoing improvement of all aspects of express lanes operations and administration, customer service activities and initiatives, and policy/legislative analysis
  • Implemented advanced tolling and express lanes technology
  • Generated public interest, support, and usage of the express lanes through a concerted outreach and communications effort
Integrated its customer service with existing Regional Customer Service Center activities that streamlined the process and leveraged existing resources

The motor fuel tax has been the mainstay of highway funding at the Federal level and in California for close to 100 years. Since 2000, fuel tax revenues have declined significantly in nominal terms as vehicle fuel economy has improved fleet wide and Californians have driven less. As a result, Cambria was contracted by the California Department of Transportation (Caltrans) to develop a technical, high-level, research and implementation plan to pilot a Road Usage Charging (RUC) concept in California.

Having delivered more than two dozen successfully implemented projects within Caltrans’ Divisions and Districts, Cambria assembled an internationally recognized MBUF experts to plan as well as implement MBUF pilots at the local and state level.

Cambria updated previous research studies with lessons learned from the rest of the world. Thru stakeholder coordination, lane planning studies and lane system reviews, Cambria designed outreach and communication plans, and designed and draft an RUC Pilot implementation plan.