HomeMy Public PortalAbout05 May 12, 2021 Special Executive
EXECUTIVE COMMITTEE
SPECIAL MEETING AGENDA
TIME: 8:45 a.m.
DATE: Wednesday, May 12, 2021
Pursuant to Governor Newsom’s Executive Order N-29-20, (March 18, 2020), the meeting will only be
conducted via video conferencing and by telephone.
COMMITTEE MEMBERS
Jan Harnik, City of Palm Desert – Chair
V. Manuel Perez, County of Riverside, District 4– Vice Chair
Bob Magee, City of Lake Elsinore – Second Vice Chair
Ben J. Benoit, City of Wildomar – Past Chair
Lloyd White, City of Beaumont
Brian Berkson, City of Jurupa Valley
Lisa Middleton, City of Palm Springs
Matt Rahn, City of Temecula
Karen Spiegel, County of Riverside, District 2
Chuck Washington, County of Riverside, District 3
Jeff Hewitt, County of Riverside, District 5
AREAS OF RESPONSIBILITY
Reviews and makes final decisions on personnel issues
and office operational matters.
RIVERSIDE COUNTY TRANSPORTATION COMMISSION
EXECUTIVE COMMITTEE
SPECIAL MEETING AGENDA
8:45 A.M.
WEDNESDAY, MAY 12, 2021
Pursuant to Governor Newsom’s Executive Order N-29-20, (March 18, 2020), the meeting will
only be conducted via video conferencing and by telephone. Please follow the instructions below
to join the meeting remotely.
INSTRUCTIONS FOR ELECTRONIC PARTICIPATION
Join Zoom Meeting
https://rctc.zoom.us/j/88525318133
Meeting ID: 885 2531 8133
One tap mobile
+16699006833,,88525318133# US
For members of the public wishing to submit comment in connection with the Executive
Committee Meeting please email written comments to the Clerk of the Board at
lmobley@rctc.org prior to May 11, 2021 at 5:00 p.m. and your comments will be made part of
the official record of the proceedings. Members of the public may also make public comments
through their telephone or Zoom connection when recognized by the Chair.
In compliance with the Brown Act and Government Code Section 54957.5, agenda materials distributed
72 hours prior to the meeting, which are public records relating to open session agenda items, will be
available for inspection by members of the public prior to the meeting on the Commission’s website,
www.rctc.org.
In compliance with the Americans with Disabilities Act, Government Code Section 54954.2, Executive Order
N-29-20, and the Federal Transit Administration Title VI, please contact the Clerk of the Board at
(951) 787-7141 if special assistance is needed to participate in a Committee meeting, including
accessibility and translation services. Assistance is provided free of charge. Notification of at least
48 hours prior to the meeting time will assist staff in assuring reasonable arrangements can be made to
provide assistance at the meeting.
1. CALL TO ORDER
2. ROLL CALL
3. PLEDGE OF ALLEGIANCE
Executive Committee Special Meeting Agenda
May 12, 2021
Page 2
4. PUBLIC COMMENTS - Under the Brown Act, the Board should not take action on or discuss
matters raised during public comment portion of the agenda which are not listed on the
agenda. Board members may refer such matters to staff for factual information or to be
placed on the subsequent agenda for consideration. Each individual speaker is limited to
speak three (3) continuous minutes or less.
5. ADDITIONS/REVISIONS – The Committee may add an item to the Agenda after making a
finding that there is a need to take immediate action on the item and that the item came to
the attention of the Committee subsequent to the posting of the agenda. An action adding
an item to the agenda requires 2/3 vote of the Committee. If there are less than 2/3 of the
Committee members present, adding an item to the agenda requires a unanimous vote.
Added items will be placed for discussion at the end of the agenda.
6. APPROVAL OF THE MINUTES – APRIL 14, 2021
Page 1
7. FISCAL YEAR 2021/22 ORGANIZATION RECOMMENDATIONS
Page 4
Overview
This item is for the Committee to:
1) Retitle Toll Program Director on range 71 to Toll Project Delivery Director on range
71 ($16,239-$21,923);
2) Retitle Toll Project Manager on range 65 to Senior Capital Project Manager on range
65 ($14,028- $18,938);
3) Reclassify Toll Operations Manager on range 63 to Toll Operations Director on range
67 ($14,729- $19,885);
4) Reclassify Project Delivery Director from range 67 to range 71 ($16,239- $21,923);
5) Reclassify two existing Capital Project Manager positions on range 53 to Senior
Capital Project Manager positions on range 65 ($14,028- $18,938);
6) Approve the addition of a Senior Capital Project Manager on range 65 ($14,028-
$18,938);
7) Approve the addition of a Toll Customer Service Manager on range 53 ($10,468-
$14,132);
8) Approve the addition of a Toll Systems Engineer on range 45 ($8,612- $11,626);
9) Approve the addition of a Community Engagement Manager on range 51 ($9,969-
$13,459);
10) Approve the FY 21/22 Salary Range table;
11) Approve the FY 21/22 Organization chart; and
12) Direct staff to include these proposed actions in the draft FY 2021/2022 operating
budget for consideration by the Commission.
8. ADJOURNMENT
AGENDA ITEM 6
MINUTES
RIVERSIDE COUNTY TRANSPORTATION COMMISSION
MINUTES
EXECUTIVE COMMITTEE MEETING
WEDNESDAY, APRIL 14, 2021
1.CALL TO ORDER
The meeting of the Executive Committee was called to order by Chair Jan Harnik
at 9:00 a.m. via Zoom Meeting ID: 896 3167 2050. Pursuant to Governor Newsom’s Executive
Order N-29-20, (March 18, 2020), the meeting was conducted via video conferencing and by
telephone.
2.ROLL CALL
Commissioners Present Commissioners Absent
Ben Benoit Matt Rahn
Brian Berkson
Jan Harnik
Jeff Hewitt
Bob Magee
Lisa Middleton
V, Manuel Perez
Karen Spiegel
Chuck Washington
Lloyd White
3.PLEDGE OF ALLEGIANCE
Commissioner Lisa Middleton led the Executive Committee in a flag salute.
4.PUBLIC COMMENTS
There were no public comments.
5. ADDITIONS/REVISIONS
There were no additions or revisions.
6.APPROVAL OF THE MINUTES – MARCH 10, 2021
M/S/C (Berkson/Spiegel) to approve the minutes of March 10, 2021 as submitted.
1
Executive Committee Meeting Minutes
April 14, 2021
Page 2
7.FISCAL YEAR 2021/22 ORGANIZATION RECOMMENDATIONS
Anne Mayer, Executive Director, provided an overview of the Fiscal Year 2021/22
organization recommendations.
At this time, Commissioner Magee joined the meeting.
Commissioner Berkson requested clarification on the proposed 4 percent merit pool
increase. Ms. Mayer clarified it is not a bonus, it is an increase on base salary based on
the performance evaluation, which could result in a merit increase of up to 4 percent. The
Commission’s 401A program is based upon the base salary, which would also see an
increase as a result of a merit increase and the entire cost of the increases are included
in the budget.
Commissioner Spiegel asked if this includes RCA employees or if they are separate and
Ms. Mayer confirmed all employees are considered RCTC employees but noted
employees who are performing duties under RCA will be paid by RCA. Ms. Mayer
confirmed the RCTC Executive Board has the decision-making authority for all RCTC staff
members, and an action will go before the RCA board in the way of budget allocation for
the costs. Commissioner Spiegel asked if all staff members receive the full 4 percent merit
increase, and Ms. Mayer stated RCTC has a highly performing team, and it is fair to state
most staff members receive a minimum 2 percent with a majority falling in the 3 to 4
percent range. Commissioner Spiegel asked if evaluations are done in a timely fashion,
and Ms. Mayer stated RCTC has a tracking system in place in an effort to stay current on
evaluations, noting staff does not receive merit increases until the evaluations are
complete.
Commissioner Hewitt expressed his support of performance-based merit increases.
Commissioner Magee asked if two separate votes can be taken to separate the RCTC and
RCA staff so he can support potential increases for RCTC but not for RCA.
Commissioner Washington asked if it is possible to separate the two RCTC/RCA employee
groups since they have been merged, and Ms. Mayer confirmed they cannot be separated
as they are all RCTC employees.
Steve Debaun, Legal Counsel, concurred that all employees are RCTC employees, and
some are assigned to service the RCA and therefore it is not possible to bifurcate.
Chair Harnik stated RCTC has acted in a very prudent fashion financially with the way they
compensate their team, and she would imagine that would continue with new staff as
well.
2
Executive Committee Meeting Minutes
April 14, 2021
Page 2
Commissioner Berkson asked for clarification regarding performance of former RCA
employees based on Commissioner Magee’s comments. Ms. Mayer stated there were
only seven employees that transferred over to RCTC, noting several high level RCA
employees retired or otherwise did not make the transition. Of the employees that made
the transition, most were not in leadership or decision-making roles and many had not
been at RCA for a long period of time. She noted the employees who have come over
have so far been doing a very good job.
Commissioner Washington stated the employees have only been under management of
RCTC since January 1, 2021, and three and a half months is not enough time to evaluate
the former RCA employees. Ms. Mayer clarified evaluations are conducted on an annual
basis and all new employees will not be eligible for their performance review and merit
increase until their anniversary date, adding all new employees are on probation for a
year.
Chair Harnik stated the reason RCTC excels is because of its leadership.
M/S/C (Washington/Benoit) to:
1) Adopt Fiscal Year 2021/22 salary ranges, which reflect a 2 percent cost of living
adjustment (COLA);
2) Authorize a merit pool of no more than 4 percent for performance-based
increases; and
3) Direct staff to include these proposed actions in the draft FY 2021/2022
operating budget for consideration by the Commission.
No: Magee
8. ADJOURNMENT
Chair Harnik thanked the Executive Committee for their responses to the email requesting
volunteers for the Strategic Operations Planning Ad Hoc Committee. There being no
other items to be considered, the Executive Committee meeting adjourned at 9:30 a.m.
Respectfully submitted,
Lisa Mobley
Clerk of the Board
3
AGENDA ITEM 7
Agenda Item 7
RIVERSIDE COUNTY TRANSPORTATION COMMISSION
DATE: May 12, 2021
TO: Executive Committee
FROM: Pamela Velez, Human Resources Administrator
THROUGH: Anne Mayer, Executive Director
SUBJECT: Fiscal Year 2021/22 Organization Recommendations
STRATEGIC ORGANIZATION PLANNING AD HOC COMMITTEE AND STAFF RECOMMENDATION:
This item is for the Committee to:
1) Retitle Toll Program Director on range 71 to Toll Project Delivery Director on range 71
($16,239-$21,923);
2) Retitle Toll Project Manager on range 65 to Senior Capital Project Manager on range 65
($14,028- $18,938);
3) Reclassify Toll Operations Manager on range 63 to Toll Operations Director on range 67
($14,729- $19,885);
4) Reclassify Project Delivery Director from range 67 to range 71 ($16,239- $21,923);
5) Reclassify two existing Capital Project Manager positions on range 53 to Senior Capital
Project Manager positions on range 65 ($14,028- $18,938);
6) Approve the addition of a Senior Capital Project Manager on range 65 ($14,028- $18,938);
7) Approve the addition of a Toll Customer Service Manager on range 53 ($10,468- $14,132);
8) Approve the addition of a Toll Systems Engineer on range 45 ($8,612- $11,626);
9) Approve the addition of a Community Engagement Manager on range 51 ($9,969-
$13,459);
10) Approve the FY 21/22 Salary Range table;
11) Approve the FY 21/22 Organization chart; and
12) Direct staff to include these proposed actions in the draft FY 2021/2022 operating budget
for consideration by the Commission.
BACKGROUND INFORMATION:
Each year in accordance with the Administrative Code and as a part of the budget process, the
Executive Committee considers organization recommendations including but not limited to staff
classifications and compensation. Budget related decisions are included in the annual budget for
consideration and approval by the full Commission.
The current staffing level is 73 full time equivalents with 12 vacancies.
4
Agenda Item 7
The Measure A Ordinance limits administrative salaries and benefits to 1 percent of Measure A
revenues and Commission policy states that administrative costs, including administrative
salaries and benefits, will not exceed 4 percent. These limitations have not been exceeded.
The Commission’s delivery of projects and programs is primarily accomplished through the use
of vendors, consultants and contractors with oversight from RCTC staff.
A Strategic Organization Planning Ad Hoc Committee was created and met in April to review and
discuss organization issues such as staffing, strengths, risks and succession planning. This policy
oversight provided input and direction to the Executive Director regarding the recommendations
contained in this report in preparation for FY 21/22 budget approval.
Evolution of the Toll Department
The opening of the 15 Express Lanes ushers in a new era of responsibility for the Commission.
RCTC’s first experience on the 91 Express Lanes built upon and expanded an existing and
successful facility in partnership with another public agency. The 15 Express Lanes stands on its
own and presents RCTC with the task of shouldering its financial, customer service, emergency
response, agency coordination and ongoing maintenance and operational requirements. Also,
more projects are either underway or on the horizon including the 91 and 15 COP projects, 15/91
Express Lane Connector (ELC), 15 Northern Extension (NEXT), and the 15 Southern Extension.
Additionally, the interface of the planned 241/91 Express Lanes Connector will also draw upon
engineering and operations resources of the Commission’s Toll Department.
Since creating the department, RCTC has taken an incremental approach to implementation of
toll program staffing and resources. The incremental approach has allowed staffing to be “right-
sized” as the program responsibilities have expanded particularly with the opening of both the
91 and 15 Express Lanes. In 2020, HNTB conducted a staffing assessment for the toll program to
plan for the future. That future has arrived.
A copy of the analysis is attached for reference. RCTC management team concurs with the
analysis that additional resources are needed. The toll program is a customer service and
operations-based program with complex technology systems requiring expertise. The toll
facilities are assets which generate significant revenue. The combination of responsibilities along
with the need for additional projects, supports the need for additional staff. This will ensure the
program is managed by an experienced, highly competent, lean core staff supported by other
RCTC staff and consultant/contractor support.
The recent retirement of the Toll Program Director will have a significant impact on the toll
program and the entire RCTC organization. Given the ongoing growth and evolution of the
Commission’s toll responsibilities, a new structure is recommended. This restructure will not
require the backfill of that vacant position and instead focuses on resourcing the organization at
various levels. Staff recommends the toll program be reorganized into two separate divisions,
Operations and Project Delivery. The current managers of those respective divisions will be
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Agenda Item 7
reclassified to the Director level in recognition of the increased responsibility and authority
undertaken with staff aligned in the restructured organization according to responsibilities.
Staff strongly recommends the addition of two positions – a Toll Systems Engineer and a Toll
Customer Service Manager – to the organization. Staff additionally recommends the addition of
a new Senior Capital Project Manager as highlighted below to advance the projects previously
mentioned.
The Ongoing Importance of In-House Engineering Resources
As discussed previously with this committee, it is very difficult to recruit for and fill project
manager positions. Demand for professionals in this field is very high particularly in Southern
California. Competing with private sector salaries makes it particularly challenging. Although the
Commission works closely with and relies on private sector engineering firms, there will always
be a need for in-house staff to lead, guide and manage a variety of projects. These engineering
positions are critical to RCTC’s successful delivery of its projects.
RCTC currently has two project delivery project manager classifications, Toll Project Manager and
Capital Project Manager. The primary difference between the positions is the level of complexity
and significance of the projects involved in addition to the requirement for a higher level of
experience and expertise required for the Toll Project Manager. Staff recommends the creation
of a project manager series which will result in depth and breadth of experience and expertise
within the organization. and will require extensive experience and a California Civil Engineering
License. This classification can be used consistently in both the Toll and Project Delivery divisions
and will allow greater flexibility in assigning workload across the organization.
It is recommended that the restructured organization include four Senior Capital Project
Manager positions (two in Project Delivery and two in the Toll Department) and three Capital
Project Manager positions as shown on the attached organization chart. This structure will
require the reclassification of the Project Delivery Director, two existing Capital Project Manager
positions, and retitling of the existing Toll Project Manager position. This action results in the
creation of one new position – a Senior Capital Project Manager in the Toll Department.
External Affairs: Community Engagement
The Strategic Organization Ad Hoc Committee discussed and recommended the creation of a new
position to focus on the increasing importance of community coordination. Complex projects,
local and regional policy issues and implementation of new statutory/policy requirements at the
state and federal level all dictate enhanced engagement. It is recommended to add a Community
Engagement Manager position in the External Affairs department to focus on enhanced
engagement with local agencies, tribal governments, community groups and stakeholders. Key
focus areas would include:
6
Agenda Item 7
• Support of the Executive Director, Deputy Executive Directors, and External Affairs
Director in addressing difficult, complex, and politically sensitive issues.
• RCTC lead on equity and fairness practice with a particularly focus on rural, low income
and disadvantaged communities.
• Support tribal government coordination and engagement in projects, programs, and
policy issues.
• Liaison with stakeholders to elevate voice of Riverside County residents and communities
in Sacramento and Washington DC policy and legislative discussions.
• Support member agencies implementation of RCTC and RCA initiatives.
• Coordinate with regional partners and stakeholders on community issues of interregional
significance.
Additional Organizational Changes in the Future
A Classification and Compensation Study has been initiated as a component of the WRC-RCA
Managing Agency Agreement. This study will evaluate the impact of the assumption of those
responsibilities on a segment of the RCTC organization and job descriptions. The study will also
perform a limited salary comparison study to ensure that the new and impacted positions are
appropriately designated within the RCTC salary structure. This study is expected to take
4 to 6 months and results will be brought to this committee for review upon completion. No
changes are being proposed at this time
Summary
Recommended organization and position changes are in response to the start of 15 Express Lane
operations and the retirement of a key RCTC management position. It also creates depth within
the organization consistent with succession planning efforts.
These changes include restructuring existing employees and assignments as well as the addition
of 4 new positions for a total of 77 FTEs. It is estimated that the cost of these organization changes
is approximately $1,250,000. These changes will have negligible impact on Measure A statutory
and policy administrative and salary caps. It is projected that the total Measure A cost of salaries
and benefits for FY 21/22 will be .71 percent of Measure A revenues, which is below the 1 percent
statutory cap. Total administrative costs, including salaries and benefits, will remain below the
Commission policy cap of 4 percent at 1.92 percent.
Attachments:
1) FY 2021/22 Proposed Organization Chart
2) FY 2021/22 Proposed Salary Ranges
3) Toll Program Staffing Assessment Analysis Report
7
Executive DirectorExecutive Director
Executive Director
Deputy Executive Director Deputy Executive Director
Deputy Executive Director
Chief Financial OfficerChief Financial Officer
Chief Financial Officer
Planning &
Programming
Director
Planning &
Programming
Director
Planning &
Programming
Director
External Affairs
Director
External Affairs
Director
External Affairs
Director
Multimodal Services
Director
Multimodal Services
Director
Multimodal Services
Director
Deputy Director
Finance
Deputy Director
Finance
Deputy Director
Finance
Procurement
Manager
Procurement
Manager
Procurement
Manager
Sr Admin AssistantSr Admin Assistant
Sr Admin Assistant
Sr Procurement
Analyst
Sr Procurement
Analyst
Sr Procurement
Analyst
Acctg SupervisorAcctg Supervisor
Acctg Supervisor
AccountantAccountant
Accountant
Sr Financial AnalystSr Financial Analyst
Sr Financial Analyst
Financial AnalystFinancial Analyst
Financial Analyst
Acctg TechnicianAcctg Technician
VACANT
Acctg Technician
VACANT
Sr Office AssistantSr Office Assistant
Sr Office Assistant
Board ofBoard of
Commissioners
Board of
Commissioners
LegalLegal
Counsel
Legal
Counsel
Planning &
Programming
Manager
Planning &
Programming
Manager
Planning &
Programming
Manager
Sr Management
Analyst
Sr Management
Analyst
Sr Management
Analyst
HR AdministratorHR Administrator
HR Administrator
IT AdministratorIT Administrator
VACANT
IT Administrator
VACANT
Rail ManagerRail Manager
Rail Manager
Sr Management
Analyst
Sr Management
Analyst
Sr Management
Analyst
Transit ManagerTransit Manager
Transit Manager
Public Affairs
Manager
Public Affairs
Manager
Public Affairs
Manager
Legislative Affairs
Manager
Legislative Affairs
Manager
Legislative Affairs
Manager
Sr Management
Analyst
Sr Management
Analyst
Sr Management
Analyst
Commuter/Motorist
Assistance Manager
Commuter/Motorist
Assistance Manager
Commuter/Motorist
Assistance Manager
Sr Management
Analyst
Sr Management
Analyst
Sr Management
Analyst
Deputy Clerk of the
Board
Deputy Clerk of the
Board
Deputy Clerk of the
Board
Records TechnicianRecords Technician
Records Technician
Capital Project
Manager
Capital Project
Manager
Capital Project
Manager
Toll Ops DirectorToll Ops Director
Toll Ops Director
Sr Management
Analyst
Sr Management
Analyst
Sr Management
Analyst
PROPOSED DRAFT
CONFIDENTIAL
Administrative Services
Manager/Clerk of the
Board
Administrative Services
Manager/Clerk of the
Board
Administrative Services
Manager/Clerk of the
Board
Acctg TechnicianAcctg Technician
Acctg Technician
Deputy Clerk of the
Board
Deputy Clerk of the
Board
Deputy Clerk of the
Board
AccountantAccountant
Accountant
Acctg TechnicianAcctg Technician
Acctg Technician
Regional Conservation
Deputy Executive
Director
Regional Conservation
Deputy Executive
Director
Reserve Mgmnt/
Monitoring Manager
Reserve Mgmnt/
Monitoring Manager
Reserve Mgmnt/
Monitoring Manager
Technical Info
Program Manager
Technical Info
Program Manager
Technical Info
Program Manager
Sr. Management
Analyst
Sr. Management
Analyst
Sr. Management
Analyst
Management
Analyst
Management
Analyst
VACANT
Management
Analyst
VACANT
Deputy Director ofDeputy Director of
Financial
Administration
Deputy Director of
Financial
Administration
Financial
Administration
Manager
Financial
Administration
Manager
Financial
Administration
Manager
ProcurementProcurement
Analyst
VACANT
Procurement
Analyst
VACANT
Admin AssistantAdmin Assistant
Admin Assistant
Acctg SupervisorAcctg Supervisor
VACANT
Acctg Supervisor
VACANT
Sr Management
Analyst
Sr Management
Analyst
Sr Management
Analyst
Sr Management
Analyst
Sr Management
Analyst
Sr Management
Analyst
Sr Management
Analyst
Sr Management
Analyst
(1) VACANT
Sr Management
Analyst
(1) VACANT
Acctg Assistant Acctg Assistant
Acctg Assistant
Notes: (1) Deputy Executive Director serving as RCTC’s Civil Rights
Officer (2) Deputy Director of Financial Administration serving as
Disadvantaged Business Enterprise Liaison Officer (DBELO) and
reporting directly to Executive Director in that capacity.
Project Delivery
Director
Project Delivery
Director
Project Delivery
Director
Toll Customer
Service Manager
Toll Customer
Service Manager
NEW
Toll Customer
Service Manager
NEW
Toll Technology
Manager
Toll Technology
Manager
Toll Technology
Manager
Sr Management
Analyst
Sr Management
Analyst
Sr Management
Analyst
Toll Systems
Engineer
Toll Systems
Engineer
NEW
Toll Systems
Engineer
NEW
Toll Project Delivery
Director
Toll Project Delivery
Director
Toll Project Delivery
Director
Sr Capital Project
Manager
Sr Capital Project
Manager
NEW (2)
Sr Capital Project
Manager
NEW (2)
Facilities
Administrator
Facilities
Administrator
Facilities
Administrator
Capital Project
Manager
Capital Project
Manager
Capital Project
Manager
Sr Management
Analyst
Sr Management
Analyst
(5)
(1) VACANT
Sr Management
Analyst
(5)
(1) VACANT
Right of Way
Manager
Right of Way
Manager
Right of Way
Manager
Sr Capital Project
Manager
Sr Capital Project
Manager
NEW (2)
Sr Capital Project
Manager
NEW (2)
Community
Engagement
Manager
Community
Engagement
Manager
NEW
Community
Engagement
Manager
NEW
8
Rate Type
33 Accountant Monthly $6,426 $7,887 $8,676
17 Accounting Assistant Monthly $4,350 $5,338 $5,872
44 Accounting Supervisor Monthly $8,402 $10,311 $11,343
25 Accounting Technician Monthly $5,287 $6,489 $7,137
17 Administrative Assistant Monthly $4,350 $5,338 $5,872
51 Administrative Services Manager/Clerk of the Board Monthly $9,969 $12,235 $13,459
53 Capital Projects Manager Monthly $10,468 $12,847 $14,132
67 Chief Financial Officer Monthly $14,729 $18,077 $19,885
45 Clerk of the Board Monthly $8,612 $10,569 $11,626
51 Community Engagement Manager Monthly $9,969 $12,235 $13,459
51 Commuter/Motorist Assistance Manager Monthly $9,969 $12,235 $13,459
32 Deputy Clerk of the Board Monthly $6,270 $7,695 $8,464
57 Deputy Director of Finance Monthly $11,541 $14,164 $15,580
57 Deputy Director of Financial Administration Monthly $11,541 $14,164 $15,580
75 Deputy Executive Director Monthly $17,904 $21,973 $24,170
83 Executive Director Monthly $21,762 $26,708 $29,379
63 External Affairs Director Monthly $13,360 $16,396 $18,036
45 Facilities Administrator Monthly $8,612 $10,569 $11,626
53 Financial Administration Manager Monthly $10,468 $12,847 $14,132
35 Financial Analyst Monthly $6,748 $8,281 $9,109
51 Goods Movement Manager Monthly $9,969 $12,235 $13,459
45 Human Resources Administrator Monthly $8,612 $10,569 $11,626
45 IT Administrator Monthly $8,612 $10,569 $11,626
51 Legislative Affairs Manager Monthly $9,969 $12,235 $13,459
35 Management Analyst Monthly $6,748 $8,281 $9,109
63 Multimodal Services Director Monthly $13,360 $16,396 $18,036
63 Planning and Programming Director Monthly $13,360 $16,396 $18,036
51 Planning and Programming Manager Monthly $9,969 $12,235 $13,459
36 Procurement Analyst Monthly $6,912 $8,483 $9,332
53 Procurement Manager Monthly $10,468 $12,847 $14,132
71 Project Delivery Director Monthly $16,239 $19,930 $21,923
51 Public Affairs Manager Monthly $9,969 $12,235 $13,459
51 Rail Manager Monthly $9,969 $12,235 $13,459
17 Records Technician Monthly $4,350 $5,338 $5,872
67 Regional Conservation Deputy Executive Director Monthly $14,729 $18,077 $19,885
53 Reserve Management/Monitoring Manager Monthly $10,468 $12,847 $14,132
53 Right of Way Manager Monthly $10,468 $12,847 $14,132
25 Senior Administrative Assistant Monthly $5,287 $6,489 $7,137
65 Senior Capital Project Manager Monthly $14,028 $17,216 $18,938
43 Senior Financial Analyst Monthly $8,202 $10,066 $11,073
43 Senior Management Analyst Monthly $8,202 $10,066 $11,073
13 Senior Office Assistant Monthly $3,945 $4,842 $5,326
43 Senior Procurement Analyst Monthly $8,202 $10,066 $11,073
45 Technical Information Program Manager Monthly $8,612 $10,569 $11,626
67 Toll Operations Director Monthly $14,729 $18,077 $19,885
53 Toll Customer Service Manager Monthly $10,468 $12,847 $14,132
71 Toll Project Delivery Director Monthly $16,239 $19,930 $21,923
45 Toll Systems Engineer Monthly $8,612 $10,569 $11,626
53 Toll Technology Manager Monthly $10,468 $12,847 $14,132
51 Transit Manager Monthly $9,969 $12,235 $13,459
Revised as of XX/XX/XXXX and adopted by the Commission as of XX/XX/XXXX
(1) Salary Ranges may be adjusted, as approved, by the Commission
Riverside County Transportation Commission
Salary Range by Class Title
FY21/22 - Effective July 1, 2021
Salary
Range Class Title
Range Minimum
(1)Control Point (1)
Range Maximum
(1)
ATTACHMENT 2
9
October 23, 2020
Toll Program Staffing
Assessment Analysis
and Recommendations
DRAFTATTACHMENT 3
10
Overview
The RCTC Toll Program has evolved significantly since the previous Implementation Roadmap was
completed in 2013. Specifically, the RCTC Toll Program operations team is concurrently operating
the 91 Express Lanes; overseeing construction, system development implementation, and start -up
activities for the I-15 Express Lanes; and planning and developing the I-15/SR-91 Express Lanes
Connector, I-15 South Express Lanes, SR-241/SR-91 Express Connector, I-15 North Express Lanes
extension and other future freeway improvement and express lane projects. These activities are
taxing (and will continue to tax) the current staff’s ability to keep up with the need.
Between August and October 2020, HNTB interviewed RCTC staff regarding the Toll Program,
conducted an industry review, and analyzed the following RCTC documents:
2
This presentation provides Toll Program staffing recommendations based on the
abovementioned activities.
▪Previous study documents
▪Current RCTC Organization Chart
▪Current Toll Program Organization Chart
▪Job descriptions for Toll Program positions
▪RCTC CIP and project schedules
▪Resumes for current Toll Program operations
staff
▪Timesheets and utilization information
▪Budget narratives
Overview
11
Overview
3
Context -Increased Workload
Critical Issue –The 2013 staffing plan of 5 FTEs (not including capital projects staff) was adequate for two projects, but in
the current project outlook it is not feasible for 5 FTEs to manage delivery of the nine projects and future express lane
operations that will result from these projects. Additional staff is necessary to handle the additional workload.
2 Projects
2013 Project
Outlook
Current Project
Outlook
9 Projects
▪RCTC SR-91 Express Lanes
▪I-15 Express Lanes
▪I-15/SR-91 Express Lane Connector
▪SR-91 Corridor Operations Project
▪SR-241/SR-91 Express Connector
▪I-15 Express Lanes (CGR Road to
SB County Line)
▪I-15 South ELPSE
▪I-15 Corridor Operations Project
▪Next Gen Express Lane Projects
▪RCTC SR-91 Express Lanes
▪I-15 Express Lanes
12
4
Current Functional Organization Chart
Highlights
•The Toll Program has responsibility for toll/express lane Capital Projects and Operations
•Work is performed by Toll Program staff, consultant support and support from the larger
RCTC organization.
RCTC Board of Commissioners
•Policy Direction
Executive Director & Deputy
Executive Director
•Board Support
•Legislative/Advocacy/ Government Affairs
•Policy Development/Recommendation
•Stakeholder Relations
•Overall Strategy
•General Toll Program Support
•Internal Policy Development/Support
Legal Counsel
•Legal Support/
Coordination
•Public Information
Requests
HR Administration
•Human Resources
Planning &
Programming
•Planning
•Funding
•Environmental
•Mobility Programs
Planning
•Organization
Planning Support
•Research and
Development
•Data Management
•Data Analysis
•Modeling
Finance
•Budgeting
•Accounting
•Audits
•Procurement/
Contracts
•Risk Management
•QA/QC
External Affairs
•Public Affairs
•Strategic Communications
•PR/External Affairs
•Stakeholder Relations
•Advocacy & Lobbying
•Outreach
•Internal Communications
•Media Relations
•Project Communications
Support
•Graphic Design
•Legislative Affairs
•Regional Issues
•Commuter/motorist
Assistance
•Customer Marketing/
Communications
Toll Program
•Capital Projects
•Project Management
•Program
Management (PMO)
•Toll Operations
•Toll and ITS
Technology
•Design
•Construction
•Toll Facilities and
Building (ROC)
Maintenance
•Customer Service
•Express Lanes
Maintenance
•Incident
Management
•FSP Beat
•Asset Management
•Research &
Development
•Data Analysis &
Modeling
Administrative
Services Manager /
Clerk of the Board
•Administrative/Office
Assistance
•Recordkeeping
•Document Management
•IT Infrastructure
Multimodal
Services
•Rail
•Transit
Project Delivery
•Capital Projects
•Right-of-Way
•Facilities
Administration
•Project Management
•Program
Management (PMO)
•Civil Project Design
•Civil Construction
•Roadway
Maintenance
Toll Program
Internal Toll
Program Support
13
5
Toll Program Reporting & Support Structure
Toll Program
Internal Support
Consultant /
Contractor Support
Executive Director
Program /
Construction
Management
(PTG)
Lane Systems and
Services Consultant
(Kapsch)
Back Office and CSC
Consultant
Kapsch/Cofiroute
Toll/Express Lanes
Consultant
(HNTB)
Legal Counsel
•Legal Support/ Coordination
•Public Information Requests
Finance
•Budgeting
•Accounting
•Audits
•Procurement/ Contracts
•Risk Management
•QA/QC
External Affairs
•Public Affairs
•Strategic Communications
•PR/External Affairs
•Stakeholder Relations
•Advocacy & Lobbying
•Outreach
•Internal Communications
•Media Relations
•Project Communications Support
•Graphic Design
•Legislative Affairs
•Regional Issues
•Commuter/Motorist Assistance
•Customer Marketing/ Communications
Administrative Services
Manager / Clerk of the Board
•Administrative/Office Assistance
•Recordkeeping
•Document Management
•IT Infrastructure
Toll Program Director
•Toll Program Leadership
•Capital Projects and Toll Program Operations
•Budget, Finance & Funding, Legal, Risk Management,
Internal Support, etc.
•CTOC, Industry and Regional Participation
•“Face” of RCTC Toll Program
Toll Program Operations
•Toll Operations Planning, Budget, Business
Rules, Operations, Customer Service,
Systems/Technology and Facilities
•Capital Projects Project Delivery &
Construction Managers
•CTOC, Industry and Regional Participation
•Supervision of Toll Operations Lead and Sr.
Analyst
•Roadway Operations & Maintenance
Agreements, Operations and Performance
(KPIs)
•Toll Enforcement
•Incident Management
•Freeway Service Patrol Beat(s)
•Customer Service Center
Oversight/Performance Monitoring (KPIs)
•CSC Issue Escalation
•Violation Processing
•Collections
•Communications & Marketing Support
•Operations R&D
Capital Projects
•Program Management (PMO)
•Project Planning & Delivery
•Right-of-Way
•Facilities Administration
•Civil Project Design
•Civil Construction
•Construction-Related Safety
(COZEEP/FSP) & Roadway
Maintenance
Toll Program Technology &
Facilities
•Capital Projects Team Planning,
Development and Deployment of Toll and
ITS Systems
•Toll/ITS/Mobility Technology Oversight and
Facilities Management Activities
•CTOC Technical Committee Participation
•Supervision of Toll Technology Lead and Sr.
Analyst
•Day to Day Toll/ITS/Mobility Technology and
Facilities Management
•Planning, Development and Deployment of
Toll and ITS Systems
•Systems/Technology/IT Contracts
Management
•Toll System Operations and Maintenance
•Performance Monitoring, Analytics and
Modeling
•Toll/ITS/Mobility Technology R&D
•Intellectual Property, Source Code,
Escrow/Protection, etc.
•Asset Management/Lifecycle Planning
•Coordinate with RCTC IT
Caltrans
FSP
COZEEP
Program Manager
(Bechtel) 14
Toll Operations Activities
▪General Program Management Support
▪Project Planning, Funding, Contracting,
Design, Delivery and Implementation Support
▪Policy Development/Recommendation
▪Toll Systems/Services
Contracting/Procurement
▪Toll Operations (toll collection, toll vendor
management, O&M, on-road services,
TOC, Caltrans TMC, etc. coordination)
▪Tolling and ITS Technology (procurement,
technology and operational strategic
planning, interoperability)
▪Customer Service Center and Violation
Processing Operations
▪Customer Communications
▪Performance Monitoring and Reporting
▪Roadway and Toll Building Maintenance
▪CTOC and Regional Representation
▪Toll Industry Representation
▪Traffic and Revenue Studies
▪Research & Development
▪Data Management, Analysis, Modeling
▪Toll Legislative Advocacy /Lobbying Support
6
Critical Issue –The Toll Operations Team must have sufficient resources to adequately support program
management, daily operations and project development needs. This is currently not the case. Project delivery
activities are taking precedence. Activities that will expand with I-15 and/or are currently under resourced are
indicated in bold type.
15
�%P r o j e c t P l a n n i n g / F u n d i n g
�%C o n t r a c t i n g / P r o c u r e m e n t
�%G e n e r a l A d m i n i s t r a t i o n ( d o c u m e n t
m a n a g e m e n t , H R )
�%M a r k e t i n g ( e x p r e s s l a n e f a c i l i t y
p r o m o t i o n s , a c c o u n t g r o w t h , m a r k e t i n g
p a r t n e r s , b r a n d i n g , e t c . )
�%P u b l i c R e l a t i o n s / P u b l i c O u t r e a c h
( c o m m u n i c a t i o n o f p r o j e c t d e v e l o p m e n t s ,
c o n s t r u c t i o n s t a t u s , e t c . )
�%T o l l L e g i s l a t i v e A d v o c a c y / L o b b y i n g
�%S t a k e h o l d e r R e l a t i o n s / E x t e r n a l A f f a i r s
�%L e g a l S u p p o r t ( v i o l a t i o n s , l i t i g a t i o n , e t c . )
�%R i s k M a n a g e m e n t
�%I n f o r m a t i o n T e c h n o l o g y
I n f r a s t r u c t u r e / S u p p o r t
�%F i n a n c e ( b u d g e t i n g , a c c o u n t i n g , r e p o r t i n g ,
c a p i t a l f i n a n c i n g , d e b t s e r v i c e , c o v e n a n t
c o m p l i a n c e , l e n d e r r e l a t i o n s , e t c . )
�%B o a r d a n d E l e c t e d O f f i c i a l R e l a t i o n s
�%I n t e r n a l A u d i t a n d C o m p l i a n c e
7
I n t e r n a l T o l l P r o g r a m S u p p o r t
C r i t i c a l I s s u e T h e r e m u s t b e c l e a r u n d e r s t a n d i n g o f T o l l P r o g r a m s u p p o r t d u t i e s a n d
r e s p o n s i b i l i t i e s a n d a p r o c e s s i n p l a c e t o e n s u r e t h e n e c e s s a r y l e v e l o f e f f o r t i s m a d e
a v a i l a b l e t o s u p p o r t T o l l O p e r a t i o n s . A c t i v i t i e s t h a t w i l l i n c r e a s e / d e m a n d m o r e a t t e n t i o n
o n c e I - 1 5 E x p r e s s L a n e s o p e n a r e s h o w n i n b o l d t y p e .
1 6
8
Projects Schedule
Project planning and delivery support by Toll Operations will need to continue at the current or expanded rate at
least through the end of the decade.
* NOTE: Non-express lane projects will be operated by Caltrans.
Project Name 2020 2021 2022 2023 2024 2025 2026 2027 2028
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
I-15 Express Lanes
(Cajalco Road to SR-60)Operations
I-15/SR-91 Express Lane
Connector (15/91 ELC)Design/Build / System Integration Operations
SR-91 Corridor
Operations Project (91
COP)*
Construction Operations (Caltrans)
SR-241/91 Express
Connector
(241/91 EC)
Planning, Final Design, Agreements, Right-of-Way, Toll
System Design Construction/System Integration Operations
I-15 Express Lanes
(Cantu Galleano Ranch
Road to the San
Bernardino County line)
Final Civil Design Construction/System Integration Operations
I-15 Express Lanes
Project-
Southern Extension
(15 ELPSE)
Design/Build Planning,
Agreements, Financing, Etc.
Env. Studies
& Prelim.
Engineering
Design/Build / System Integration Operations
I-15 Corridor Operations
Project (Cajalco Rd to
Weirick Rd)*
Env. Studies
& Prelim.
Engineering
Final
Desi
gn
Construction Operations (Caltrans)
Next Gen Express Lane
Projects Planning and Implementation
Go-live Spring 2021
Go-live June 2023
Construction Contract Award August 2020
Open to Traffic November 2021
Go-live December 2025
Go-live June 2026
Go-live 2028
Open to Traffic November 2024
17
Overview
▪The current Toll Program organization structure works well, and the team is high-performing.
▪There is a lot of confidence in the current Toll Program team, but they are stretched very thin.
There is simply too much to do. Current staff are working 50-60+ hours per week and report
difficulty keeping up with work demands.
▪There is little redundancy/cross training or career path opportunities among the Toll Program team.
▪There is concern regarding the potential for burnout and as a result, the consequences of attrition.
Succession planning is an RCTC-wide issue.
▪There is lack of bandwidth to keep up with emerging trends/technologies, R&D, operations-related
risk management, QA/QC, data warehouse/management/modeling and other PMO activities.
▪With I-15 opening in Spring 2021, there will need to be additional support of an expanded Toll
Program, particularly dedicated to roadway and CSC operations and performance monitoring.
▪Additional connector and express lanes projects are moving forward. This will continue to require
considerable participation by current Toll Operations staff. Having dedicated or semi -dedicated staff
for project delivery and operations would be helpful.
9
Observations –Toll Program Staff
18
Overview
▪Consultant help (Parsons, Bechtel, HNTB) has been invaluable and will continue to be
needed/expanded.
▪Toll Operations could benefit from more clarity and a more formal process regarding support from
other RCTC departments.
▪There is potential need for the existing Finance support to be more dedicated to the Toll Program.
▪Will need additional IT support for ROC and building maintenance/landlord oversight.
▪Additional marketing support will be needed with I-15 coming online. Internal and external
communications will need to ramp up pre/post I-15 opening.
10
Observations –Toll Program Support
19
�%E x p a n d e d C u s t o m e r S e r v i c e a n d V i o l a t i o n P r o c e s s i n g O p e r a t i o n s
�%M o n i t o r a n d r e p l y t o e s c a l a t e d c u s t o m e r d i s p u t e s o r i n q u i r i e s
�%M o n i t o r C S C O p e r a t i o n s a n d C o l l e c t i o n s P e r f o r m a n c e
�%M o n i t o r l a n e a n d B O S V e n d o r , S y s t e m P e r f o r m a n c e a n d T r a n s a c t i o n R e c o n c i l i a t i o n
�%M o n i t o r R o a d w a y O p e r a t i o n s & M a i n t e n a n c e P e r f o r m a n c e
�%S u p p o r t I n c i d e n t R e s p o n s e
�%M a n a g e C a l t r a n s , C H P , F S P A g r e e m e n t s a n d S e r v i c e s
�%I n c r e a s e d F i n a n c i a l R e p o r t i n g
�%C o o r d i n a t e M a r k e t i n g S t r a t e g y / P r o g r a m
�%D a t a A n a l y t i c s a n d R e p o r t i n g
1 1
O p e r a t i o n s W i l l I n c r e a s e w i t h I - 1 5
2 0
Guiding Principles
12
As RCTC considers future Toll Operations resourcing decisions, HNTB recommends RCTC
consider the following guiding principles:
▪The RCTC Toll Program will continue to be managed by an experienced, highly-competent, lean
core staff, supported by internal RCTC support staff (dedicated and “as needed”) and
consultant/contractor support. Consultant/contractor support may be on a project or ongoing staff
augmentation basis.
▪A key to excellent, long-term staff performance and retention is to provide an environment where
Toll Operations staff are not fragmented, can focus on the work at hand, have opportunities to
learn, grow, promote and expand their industry professional knowledge/skills and industry
presence, and have the consultant and organizational support to do excellent work.
21
Guiding Principles
13
▪It is important that all RCTC internal support function responsibilities are understood and that the
level of effort is agreed upon and monitored by the Toll Program and each department that
supports the program. Where the internal RCTC support is full-time or near full-time, The Toll
Program should have input into support staff work programs and performance reviews. RCTC
might consider conducting an annual internal support responsibility review/analysis to ensure clear
understanding of activity ownership and responsibilities.
▪RCTC should consider using consultants/contractors versus RCTC staff:
▪when the level of effort required is short term, irregular, or doesn’t otherwise support in-house staffing
▪To establish a program/activity first, then transition to in-house
▪if RCTC does not have or is unable to hire in -house expertise
▪if they provide specialized services or products/technologies
▪if RCTC desires the flexibility to modify hours, assignments, etc. more easily than with RCTC employees
▪when it makes better financial sense
22
How Are Others Organized/Staffed?
▪There is no cookie cutter approach. Agency sizes, positions and titles vary, based on history,
size and organizational profile. For example, OCTA and SANDAG have continued their
operations staffing approach from that of their previous P3 owners.
▪Most agencies have separate operations and technology oversight staff and considerable
consultant support. Some have ITS/mobility technology and services consolidated with tolling.
▪Outside of California, many toll/express lanes (e.g., WSDOT, NCTA, NTTA, FTE, Colorado
HPTE, CTRMA) are under the state DOT or are standalone entities.
▪SANDAG performs most toll/express lanes operations functions in-house, including
IT/technology support and CSC operations and uses consultant support for toll technology and
services procurement support. Toll Operations is under the Capital Programs and Regional
Services Department.
▪OCTA recently made Express Lanes a separate department with a General Manager. OCTA
has a small Express Lanes staff (3 FTE) and relies heavily on its full-service operations
contractor, Cofiroute and internal OCTA support for operations. OCTA uses consultant services
for toll technology delivery. Project planning and delivery are handled by the Planning and
Capital Programs departments.
1423
How Are Others Organized/Staffed?
▪SBCTA has express lanes capital projects and operations under one department –Project Delivery
and Toll Operations. Early planning (e.g., PSR) is led by Planning with close coordination with the
Project Delivery and Toll Operations Department.
▪TCA has capital project planning and delivery in separate departments than toll operations.
▪LA Metro has express lanes planning and toll operations under the Congestion Reduction Program
and non-technology project delivery under its Highway Project Delivery Program.
▪MTC/BATA splits capital project planning and delivery, technology and express lane operations
between three different departments reporting to the Deputy Executive Director.
▪Golden Gate Bridge splits Operations and Technology between two Electronic Toll Collection
Revenue Managers, who report to the Budget and Electronic Revenue Director
▪Toll/express lane staff titles for various levels and positions vary greatly between organizations,
ranging from traditional Director, Senior Manager, Manager, Supervisor, Specialist to titles such as
Senior Transportation Planner, Director of Regional Transportation Technology Programs, Director,
Field Operations and Asset Management, Toll Operations Administrator, Chief Technology Officer,
Business Operations Program Manager, IS Project Manager and other titles.
1524
16
Toll Program Staffing –Option 1
Toll Program Director (1 FTE)
•Toll Program Leadership
•Direct Capital Projects and Toll Program Operations
•Responsible for Budget, Finance & Funding, Legal, Risk Management, Internal RCTC
Support, etc.
•Lead CTOC, Industry and Regional Participation
•“Face” of RCTC Toll Program
Toll Operations Lead (1
FTE) & Sr. Analyst (1 FTE)
•Roadway Operations &
Maintenance Agreements,
Operations and Performance (KPIs)
•Toll Enforcement
•Incident Management
•Freeway Service Patrol Beat(s)
•Customer Service Center
Performance (KPIs)
•CSC Issue Escalation
Oversight/Performance Monitoring
•Violation Processing
•Collections
•Communications & Marketing
Support
•CTOC, Industry and Regional
Participation
•Operations R&D
Toll Technology and Facilities Lead (1 FTE)
& Sr. Analyst (1 FTE)
•Day to Day Toll/ITS/Mobility Technology and Facilities
Management
•Support Planning, Development and Deployment of Toll and
ITS Systems
•Systems/Technology/IT Contracts Management
•Toll System Operations and Maintenance
•Performance monitoring, analytics and modeling
•Toll/ITS/Mobility Technology R&D
•Intellectual Property, Source Code, Escrow/Protection, etc.
•Asset Management/Lifecycle Planning
•Coordinate with RCTC IT
Toll Operations Manager (1 FTE)
•Manage Toll Program Planning, Budget, Business Rules, Operations, Customer Service, and
Systems/Technology
•Support Project Delivery & Construction Managers
•Represent RCTC at CTOC, Industry and Regional Participation
•Supervise Toll Technology and Facilities Manager, Toll Operations Lead and Sr. Analyst
Capital Projects (2 FTE)
•Program Management (PMO)
•Project Planning & Delivery
Highlights
•Toll Technology and Facilities
Manager (note title change)
reports to Toll Operations
Manager
•Increases RCTC Toll Operations
staff from four to six FTE
•Levels out workload
•Provides dedicated support for
capital projects
•Increases day-to-day operations
and technology focus
•Provides for cross training and
career ladders
•Lead positions or analysts could
be in-house or consultant
•Option -Toll Operations Manager.
Possible re-title to Deputy Toll
Program Director or Chief, Express
Lanes Operations. This would
allow for Manager or Deputy
Manager titles for proposed Toll
Operations Lead.
Toll Technology and Facilities Manager (1
FTE)
•Support Capital Projects Team Planning, Development and
Deployment of Toll and ITS Systems (80%)
•Oversee Toll/ITS/Mobility Technology and Facilities
Management activities
•CTOC Technical Committee
•Supervise Toll Technology Lead and Sr. Analyst
Consultant Support (As Needed –Bechtel, Parsons, HNTB )25
17
Toll Program Staffing –Option 2
Toll Program Director (1 FTE)
•Toll Program Leadership
•Direct Capital Projects and Toll Program Operations
•Responsible for Budget, Finance & Funding, Legal, Risk Management, Internal RCTC
Support, etc.
•Lead CTOC, Industry and Regional Participation
•“Face” of RCTC Toll Program
Toll Operations Lead (1 FTE) & Sr. Analyst (1 FTE)
•Roadway Operations & Maintenance Agreements, Operations and Performance
(KPIs)
•Toll Enforcement
•Incident Management
•Freeway Service Patrol Beat(s)
•Customer Service Center Oversight/Performance Monitoring (KPIs)
•CSC Issue Escalation
•Violation Processing
•Collections
•Communications & Marketing Support
•CTOC, Industry and Regional Participation
•Operations R&D
Toll Technology and Facilities Lead (1 FTE)
& Sr. Analyst (1 FTE)
•Day to Day Toll/ITS/Mobility Technology and Facilities
Management
•Support Planning, Development and Deployment of Toll and
ITS Systems
•Systems/Technology/IT Contracts Management
•Toll System Operations and Maintenance
•Performance Monitoring, Analytics and Modeling
•Toll/ITS/Mobility Technology R&D
•Intellectual Property, Source Code, Escrow/Protection, etc.
•Asset Management/Lifecycle Planning
•Coordinate with RCTC IT
Toll Operations Manager (1 FTE)
•Manage Toll Operations Planning, Budget, Business Rules, Operations,
Customer Service, Systems/Technology and Facilities
•Support Capital Projects Project Delivery & Construction Managers (50%)
•Represent RCTC at CTOC, Industry and Regional Participation
•Supervise Toll Operations Lead and Sr. Analyst
Capital Projects (2 FTE)
•Program Management (PMO)
•Project Planning & Delivery
Highlights
•Toll Technology and Facilities
Manager (note title change)
reports to Toll Program Director,
rather than Toll Operations
Manager
•Reduces Toll Operations Manager
oversight workload
•Increases Toll Technology and
Facilities Manager supervisory
responsibilities
•Increases RCTC Toll Operations
staff from four to six FTE
•Levels out workload
•Provides dedicated support for
capital projects
•Increases day-to-day operations
and technology focus
•Provides for cross training and
career ladders
•Lead positions or analysts could
be in-house or consultant
Toll Technology and Facilities Manager (1
FTE)
•Support Capital Projects Team Planning, Development and
Deployment of Toll and ITS Systems (80%)
•Oversee Toll/ITS/Mobility Technology and Facilities
Management Activities
•CTOC Technical Committee
•Supervise Toll Technology Lead and Sr. Analyst
Consultant Support (As Needed –Bechtel, Parsons, HNTB )
26
Recommendations –Toll Program Staffing
▪Toll Program Director (1 FTE) –No change
▪Capital Projects (2 FTEs) –No change
▪Dedicated Finance support (1.33 FTE) –
No change
▪Current Toll Operations Manager position
(1 FTE) –Ideally 50% focus on capital projects
and 50% focus on day-to-day operations.
Responsible for Toll Operations and Technology
and Facilities (Option 1) or only Toll Operations
(Option 2).
▪Add an experienced Toll Operations Lead
(1 FTE) -100% focuses on smooth day-to-day
roadway operations, (including Caltrans, CHP,
FSP, etc. contracts and incident management),
CSC operations (CSC vendor oversight, issue
escalation, etc.), and performance reporting.
▪Current Toll Technology Manager (1 FTE) -
Ideally focuses 80% on capital project
planning/delivery and 20% on day-to-day
operations. Reports to Toll Operations Manager
under Option 1. Under Option 2, reports to Toll
Program Director. Supervises new Toll
Technology and Facilities Lead (1 FTE) and
Sr. Analyst (1 FTE).
▪Add an experienced Toll Technology and
Facilities Lead –100% focus on toll system
contractor management and system
performance (roadside and BOS/CSC),
roadway/facilities maintenance contractor
management, and Toll Program asset
management. Also responsible for technology
R&D activities, CTOC technical committee, etc.
18
NOTE: “Lead” titles are placeholders. Recruiting the best talent and providing career path opportunities to grow may require
consideration of revisions to position titles. It is recommended that before moving forward, RCTC conduct an industry survey
regarding titles and an internal classification review to establish the appropriate classification/titles. Lead and/or Sr. Analyst
positions could be in-house or consultant(s). New hires could be staggered based on need and/or use of consultants. 27
Recommendations –Toll Program Support
Internal RCTC and Consultant Support
▪Identify and communicate increased needs for internal RCTC and consultant support with
opening of I-15 Express Lanes. These include among others, increased Finance, IT and
Marketing/Communications support.
▪Develop and execute an action plan to have the needed levels of consultant support in place as
soon as practical.
▪Develop and execute an action plan to have clarity and commitment on the needed levels of
internal support in place as soon as practical. Consider RASCI analysis exercise and written
performance agreements.
1928
Implementation Roadmap Option 1*
20
* Assumes mid-year budget review approval to move forward and that new positions are RCTC staff. Time
frame is shortened if filled by consultant staff.
2020 2021
Roadmap Tasks Nov Dec Jan Feb Mar Apr May Jun
Continue consultant support to for 91
Express Lames and to open/operate I-15
Express Lanes
Update/gain clarity on internal RCTC
support and consultant responsibilities and
expectations
Executive approval of new staffing plan
Prepare/update job descriptions,
compensation analysis and recruitment plan
Present/gain approval from Commission to
fill positions at mid-year budget review
Recruit, fill, and train new positions
29
Implementation Roadmap Option 2*
21
* Assumes FY 21/22 budget review cycle/approval to move forward and that new positions are RCTC staff.
Time frame is shortened if filled by consultant staff.
2020 2021
Roadmap Tasks Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Continue consultant support to for 91
Express Lames and to open/operate I-15
Express Lanes
Update/gain clarity on internal RCTC
support and consultant responsibilities and
expectations
Executive approval of new staffing plan
Prepare/update job descriptions,
compensation analysis and recruitment plan
Present/gain approval from Commission to
fill positions at annual budget review
Recruit, fill, and train new positions
30
RIVERSIDE COUNTY TRANSPORTATION COMMISSION
EXECUTIVE COMMITTEE SPECIAL MEETING
ROLL CALL
MAY 12, 2021
Present Absent
County of Riverside, District II X
County of Riverside, District III X
County of Riverside, District IV X
County of Riverside, District V X
City of Beaumont X
City of Jurupa Valley X
City of Lake Elsinore X
City of Palm Desert X
City of Palm Springs X
City of Temecula X
City of Wildomar X