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Cambria has a 10-year 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.

Case Studies

Caltrans has built one of the world’s most complex highway systems, including some 50,000 highway miles, 25,000 bridges, and thousands of assets valued in the hundreds of billions of dollars. Caltrans recognized the need for improved management information to better manage and maintain highway assets. In implementing the IMMS, Caltrans faced numerous challenges including recent technology failures, siloed teams working independently, an unsuccessful pilot with a previous product, resistant users, and an unprepared software vendor.

To aid Caltrans in addressing these challenges, the Cambria team took an aggressive approach. This included assuming the role as integrator with oversight of all project areas, developing a common plan, confirming the scope and timeline, and securing the right resources. Cambria implemented a systems integration program that included rapid development teams, readiness assessments, customer outreach, customized training, and onsite user support. In addition, we instilled formal project management and quality assurance processes.

Cambria’s work resulted in a successful IMMS deployment and Caltrans’ first-ever successful major system implementation. The project was delivered on time and on budget, and received a user rating of 4.5 out 5. The return on investment for this project was only 1.5 years. IMMS is now regarded as a model technology project within the Department, earning industry recognition from ComputerWorld Magazine.

With over 6,000 highway miles, 4,000 employees, and a maintenance budget of more than $120 million, Caltrans District 4 is the largest and, perhaps, most complex maintenance district within the Caltrans system. To make informed decisions regarding finances and resources, District 4 required up-to-date information on financial, fleet, and inventory related data. Unfortunately, data resided in a number of different locations; therefore, the District needed to manually generate reports from a multitude of data sources.

Cambria assumed the role of project oversight for all METS project areas and phases. Specifically, Cambria assisted District staff in identifying their information needs to improve reporting requirements, as well as helped them garner approval and backing from key stakeholders to support user adoption. Cambria developed a detailed plan and business case, worked with users to define complex functional and technical requirements, and designed a leading-edge technology reporting solution for the District.

The result was an integrated, user-friendly tracking and reporting system for District maintenance expenses. The METS project was completed on budget and on schedule. The introduction of METS saved hundreds of personnel hours per year, generated wide user adoption, and served as the basis for other business intelligence tool implementations within the Department.

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.

Case Studies

The Los Angeles County Metropolitan Transportation Authority (LA Metro) was moving forward with the implementation of Measure R, a 10-year, $30 billion initiative to develop a dynamic transportation system. To support Measure R, MTA sought to develop a PMO that could effectively support the delivery of large-scale transportation projects. This PMO would enable MTA to better plan, coordinate, staff, monitor, and deliver crucial projects to the Los Angeles area.

Cambria analyzed and validated the core functions of the project management processes by validating the key drivers and the Program Management Department’s vision and goals. Cambria also reviewed existing reports, data, and other information. Next, Cambria led working sessions with program subject matter experts to develop the scope of the Department’s functions. This led to the development of the Program Management Department Charter, the draft organizational model, and an implementation strategy.

Cambria’s recommendations were approved by executive management and the Metro Board, which resulted in the establishment of a well-functioning Program Management Department. Cambria designed the scope of services and organizational structure for a Program Management Department that could effectively deliver transportation projects on Metro’s aggressive 30/10 timetable. Cambria’s involvement enabled the Metro Program Management Department to better plan, coordinate, staff, monitor, and deliver crucial projects.

The Orange County Transportation Authority (OCTA) was in the midst implementing of a massive program to deliver $15.5 billion in capital projects. The Measure M 2020 (M2020) Program was established to expedite projects across a wide spectrum of areas in order to move many projects toward completion or construction by the year 2020. OCTA wanted to know if its current organizational structure and processes were adequate to support the accelerated M2020 delivery program.

Cambria conducted an organizational readiness assessment; including analyzing the organization structure, performance metrics, resource allocation, PMO roles and responsibilities, project controls processes, and a variety of other factors. As part of this effort, Cambria conducted executive-level interviews, reviewed existing documentation, interviewed other agencies for their approach to capital program delivery, and developed recommendations for the organization.

Executive management and the Board of Directors reviewed Cambria’s recommendations. OCTA is in the process of implementing a number of organizational improvements recommended by Cambria and is continuing to evaluate others as part of the budget process. Because of Cambria’s work, OCTA will improve delivery of its M2020 Plan.

Caltrans’ existing legacy project portfolio management system was outdated and had no vendor support. The Caltrans capital team was unable to adequately manage current project cost, schedule, and resource information. A new system needed to be implemented for 10,000 geographically dispersed users. Adding to the challenge, PRSM development and deployment would occur concurrently with other enterprise system deployments.

Cambria guided Caltrans on all aspects of PRSM development and implementation. Using a COTS approach (CA Clarity product), Cambria lead interface development, documentation, and testing; developed communication materials; developed and implemented business process and data conversion strategies; conducted implementation planning; and developed cutover and readiness checklists. Cambria also led the cutover of data and development of standard and customized reports. Cambria consultants led implementation, training, and support in several Caltrans districts.

PRSM was successfully implemented throughout Caltrans. Cambria provided the support Caltrans needed to implement a robust and effective project portfolio management system, and we continue to provide implementation support. Cambria is seen as a trusted advisor and key member of the PRSM team.

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.

Case Studies

The Riverside County Transportation Commission (RCTC) is moving forward with two major corridor improvement projects that include tolled express lanes as important components. As part of the planning process, RCTC wanted to understand how best to organize the planning, construction, and operation of these facilities, including determining the best organization structure and mix of in-house staffing and consultant support needed to provide efficient, effective delivery and operation of these two projects.

Working with RCTC executives and key staff, Cambria developed the Toll Program vision, goals, and guiding principles. We conducted internal and external interviews, performed best practices reviews, and prepared organization structure and staffing alternatives. The information and recommendations from these activities resulted in a comprehensive Toll Program Implementation Roadmap, which included a schedule and a full list of the activities to be completed.

RCTC is moving forward with implementing Cambria’s recommendations. The information provided and recommendations made by Cambria gave RCTC the roadmap for planning and executing a preferred tolling organization structure, as well as a comprehensive plan to achieve their near- and longer-term objectives.

The Santa Clara Valley Transportation Authority (VTA) is moving forward with plans to implement more than 60 miles of express lane facilities on State Route 85 and U.S. 101. Cambria was engaged to provide VTA advice regarding potential project delivery and innovative financing methodologies to move the VTA SR-85 and U.S. 101 Express Lanes projects forward.

Cambria was retained to assist in developing an express lanes implementation schedule, coordinate discussions with infrastructure investors and innovative financing experts, and submit an express lanes implementation action plan to executive and technical staff. Some of the areas included in Cambria’s analysis included legislative authority, policy issues, risks, revenue collection and control, planning and development, financing, procurement processes, and project timing/phasing. Cambria provided policy guidance and technical memoranda to assist VTA in making its decisions.

Because of Cambria’s advice and informational materials, VTA now has a strategic perspective on innovative financing options, as well as an implementation roadmap that reflects VTA’s key milestones and deliverables for the express lanes facilities.

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.

Case Studies

Caltrans sought to replace its outdated and unsupported legacy financial system. EFIS had to integrate with over 160 ad hoc financial “systems” across the Department that contained data in various formats. To face the increasing complexities of the state’s budgetary processes, the Department also had to redesign its chart of accounts and over 100 business processes to best meet the needs of its customers and stakeholders.

As a partner to CGI, Cambria clarified over 800 system and functional requirements, redesigned over 100 business processes, tested over 100 interfaces, confirmed over 70 data conversion programs, and implemented over 20 modifications to the COTS system. Cambria also provided project management support including developing the issue management and risk management plans, and facilitated discussions with key client stakeholders for decision-making and issue resolution.

EFIS was successfully implemented across the Department and provided Caltrans with an in-depth set of functionality for general ledger, accounts receivable, accounts payable, budgetary control and funds management, and financial reporting, including project cost accounting. The system has helped Caltrans track its project budgets and complete financial status. Cambria was considered a trusted advisor by Caltrans and viewed as key subject matter experts.

The San Diego Association of Governments (SANDAG) is responsible for transit planning, funding allocation, project development, and construction in San Diego County. SANDAG works with Caltrans in administering the TransNet program, a one-half cent sales tax to fund a variety of projects. While SANDAG had an external dashboard to report on the status of major TransNet Early Action Projects, they lacked enough reporting capabilities to address the internal needs of managing the scope, schedule, and cost of these projects.

Cambria worked with SANDAG and Caltrans District 11 to address the reporting needs and reduce the reliance on multiple data sources, manual compilation, and other related challenges. Cambria completed a comprehensive needs assessment that included the evaluation of the current reporting capabilities, identification of gaps, development of conceptual reports, and recommendation/prioritization of reports for implementation. Cambria worked with executives across SANDAG and Caltrans including corridor directors, project managers, division chiefs, and functional managers.

The TransNet Dashboard was successfully implemented on time and on budget. Cambria implemented 18 reports for Caltrans project managers, corridor managers, and programming/financial managers. The dashboard is widely used by a broad range of stakeholders, both internally and externally, to view each transportation project’s scope, schedule, and cost. The dashboard has allowed SANDAG to continue its proud tradition of transparency and accountability—and stay dedicated to keeping the public informed on the status of TransNet projects.