RBS GUIDE 3.

1 August 1998

CALTRANS

GUIDE

TO

RESOURCE

BREAKDOWN

STRUCTURE
(RBS)

Release 3.1
August 1998

Updated
April 2003

Published by:
Project Management Program
John A. Boda, Program Manager
Project Management Program

1
 Foreword

In June of 1994, the statewide standard Work Breakdown Structure (WBS) for Capital Outlay
Support (COS) was established and conveyed through the document named Briefing Package
on Capital Outlay Support Work Breakdown Structure (Briefing Package) and Resource
Breakdown Structure (RBS) 6/95. It was followed by a June 1995 revision.

The WBS was superseded by the Guide to Caltrans Capital Outlay Support Work Breakdown
Structure (WBS), release 3.1 in May 1996.

In March of 1997, the RBS Task Force was re-established under the name of RBS Evaluation,
Verification, Integration, & Support Improvement Team (REVISIT) to develop definitions for
the RBS codes, make revisions as needed to the original structure and to develop and
implement an RBS Change Control Process. The product of this effort is this guide, titled
Caltrans Guide to Resource Breakdown Structure, Release 3.0. This guide supersedes the RBS
portion of the June 1995 Briefing Package.

This Guide provides the updated RBS hierarchy, RBS descriptions and the RBS Change
Control Process.

REVISIT wishes to thank all individuals within the districts and headquarters for their support
and contribution to the production of this guide.

2
TABLE OF CONTENTS

History and Background for the RBS

What is the RBS
Levels of the RBS
Rules for Using RBS and Cost Centers
Structure of the RBS
RBS Change Control Process
Definition Pages
Appendix

iii - iv Form 1035: Request for Cost Center

Revision
v - vii Standardized Cost Center Groupings Titles
and Abbreviations
viii - ix Glossary

3
History and Background for the RBS
Recommendations from the Delta Team and other task forces circa 1988 included the
implementation of a new Project Management Process. Implementation of that Project
Management Process began in July of 1989. Subsequently, two studies, Project Management
Peer Review and the SRI Study, were conducted to assess the Department's progress in its
implementation of the Project Management Process.

The consensus of these studies was that, while we had made some progress, we had not yet
developed the systems needed to support project management. The studies said that three basic
support structures were needed for effective project management:

• WBS Work Breakdown Structure

• RBS Resource Breakdown Structure
• OBS Organizational Breakdown Structure

The Work Breakdown Structure (WBS) is a product-oriented hierarchy that organizes and
defines the total scope of Caltrans Capital Outlay Support Project work. This structure defines
the work activities, not the staff or other resources who will complete the work. The Resource
Breakdown Structure (RBS) is a hierarchical breakdown of resources. It defines assignable
resources such as personnel, from a functional point of view. The Organizational Breakdown
Structure (OBS) is a hierarchical breakdown of the Department's organizational chart. It
identifies how resources are organized within the identifying organization.

These hierarchical systems for coding the work, the workers, and the organizational entity
responsible for each, are needed in order to track and properly report the project work.

The PJD Task Force was established in September, 1993 for the purpose of addressing two of
these Project Management support structures, the RBS and WBS. The task force developed
and recommended a standard RBS and WBS for all Capital Outlay projects to be implemented
on July 1, 1994.

A RBS Revision Committee was established under the name of RBS Evaluation, Verification,
Integration, & Support Improvement Team (REVISIT) in March, 1997 to finalize the structure
and develop definitions of the Resource Breakdown Structure. This guide is the result of that
effort.

4
What is the RBS

The Resource Breakdown Structure (RBS) is a standardized list of personnel resources related by function
and arranged in a hierarchical structure. It is a resource-driven system that identifies "who" is doing the
work. The total resources define the Top Level, and each subsequent level is a subset of the resource
category (or level) above it. Each descending (lower) level represents an increasingly detailed description of
the resource until small enough to be used in conjunction with the WBS to allow the work to be planned,
monitored and controlled. The hierarchical structure also allows "roll up" analysis at a variety of levels for
Top Management, Project Managers, Functional Managers, or for staff.

A standard RBS has many benefits including:

* Consistent elements for planning and monitoring

* Efficient collection of data
* Simplification of expenditure reporting
* Facilitation of comparative analysis
* Effective communication relative to project level work throughout the Department
* Reduction of "culture shock" when employees transfer to different
locations and work assignments

Caltrans Top Level

Site 1 Site 2 Level 1

Personnel Equipment Level 2

?? Project Mgrs. ? Trucks

?? Engineers ? Theodolites Level 3
?? Planners ? Workstations Resources

5
The Caltrans Capital Outlay Support (COS) RBS is based on the standard Cost Center Coding
Structure. The RBS is standardized statewide and is developed by grouping Cost Centers into
major categories (functions) such as Project Development, Engineering Services, Construction,
Transportation Planning, Right of Way, etc.. These categories are further broken down (or
decomposed) into smaller (lower level) components that are called Resource Groups. Each
descending (lower) level represents an increasingly detailed description of the Resource and
type of activity they perform.

When integrated with activity-based project scope, a resource is assigned for each project
activity (WBS element) which produces a planning, monitoring tool for project management.

Proper expenditure reporting based on standardized RBS allows managers to track project
support costs and to compare them to planned levels. Over time, these expenditures are
accumulated and sorted to forecast Capitol Outlay Support Costs for new projects, as well as
better predictions of what types of staff (resources) are needed for projects.

Although an effort was made to place the RBS in numerical order based on the major category
to which they belong, the numeric order of the coding is not necessarily maintained.

6
Levels of the RBS
In order to facilitate summary reporting of resources for Caltrans, the RBS contains several
levels of breakdown, starting with Level 0. Each succeeding level breaks down resources into
component parts. Each level represents a summary of the resources below it and can be the
basis for reporting that gets as detailed as needed.

A graphical representation of Caltrans RBS Levels 0 through 4 is shown on page 8 and may be
helpful in understanding the following Levels discussion.

Level 0 - the Caltrans Top Level

This top most level of the RBS represents all the personnel resources that Caltrans
employees to do the work it is charged with.

Level 1- the District Level

This level represents all resources at the disposal of the district/region/corporate
program/service center management to perform the work it is charged with. There are
twelve districts and a number of programs/service centers that comprise this level. At
present, this level is commonly called the Source District and is represented by a two-
digit number in the time reporting system. The "source district" is the entity that manages
the work toward its successful completion.

Level 2 - the Major Function Level

This level represents the major functional units at Caltrans. Traditionally these functional
units have been comprised of Administration, Engineering Management, Transportation
Planning, Project Development, Engineering Services, Traffic Management, Right of Way,
Construction, Maintenance and Modal Transportation. This level is not separately
designated in the time reporting system, however there is a two-digit alphabetic
designation in the current project scheduling tool (XPM). Examples are AD for
administration, PD for project development and so on.

Level 3 - the Resource Grouping Level

This level is further break down of the major functions that are represented by Cost Center
Groups. The cost center codes are grouped in numeric fashion to organize like functional
units. At present, this level is NOT represented in the time reporting system, however, it
has a two-digit numeric designation in the current project scheduling tool (XPM).

7
 Level 4 - The Cost Center Level
This is the lowest level of the RBS that is represented by a Cost Center Code, a
three-digit numeric designation which, is used in the time reporting system. This level
defines employee function and his/her resource designation.

A complete listing of the Resource Breakdown Structure is provided in the following section
named “Structure of the RBS.”

8
Resource Breakdown Structures Diagram
RBS Level

0 (Company) Caltrans

1 (Source
District) Dist Dist2 Dist 3 Dist 4 Dist 5 Dist 6 Dist 7 Dist 8 Dist 9 Dist 10 Dist 11 Dist12 Dist 59 Corp
1 HQ

01-Administration
01-Transportation 01-Construction 01-Maintenance
Planning

2(Function) 01-Engineering 01-Engineering 01-Consultant 01-Traffic

Services Management Management Management

01-Right of Way 01-Modal 01-Project 01-Local

Transportation Development Assistance

Cost Center Resource Cost Center Resource

Grouping Name Grouping Name
400-405 Right of Way Exec Mgmt 200-215 Proj Dev. Exec Mgmt.
406-409, 496 R/W Planning & Mgmt 216-219 Project Planning
410-419 UNASSIGNED 220-279 Design
420-429 R/W Appraisals
3 (Cost Center 430-439 R/W Acquisitions
Grouping) 440-449 R/W Utility Relocation
450-469 R/W Real Property Svcs.
470-479 R/W Relocation Assist.
480-489 R/W Local Programs
490-494 R/W Clerical
497, 499 UNASSIGNED Cost Center Resource Name
498 Operational Research
216 Project Planning
-A
217 Project Planning - B
4(Cost Center) 218 Project Planning - C
219 Project Planning - D

9
Rules for Using RBS and Cost Centers

The Resource Breakdown Structure standardizes the Departments personnel resources to

facilitate planning and controlling of project work. These basic resource units have been
structured according to the Cost Center codes in the accounting (TRAMS) and time reporting
(TRS) systems.

Resource Managers (Budget Officers) for Districts, Corporate Programs and Service Centers
should assign Cost Centers from the standard list provided in the following sections. This rule
applies to all modification to cost center coding structure, including adding, revising, and
combining. Please refer to the RBS Change Control Process for more detail.

Supervisors should make sure that their employees use correct Cost Center Codes in TRS
when reporting their time. All personnel charging time to a Capital Outlay project will use the
appropriate RBS cost center codes when entering time into TRS. Fortunately for most of us we
only have to do this once a year. The RBS codes are entered into the Personal Profile screen in
TRS.

If an employee changes his/her activity (function) either temporarily or permanently, they will
need to report their time to the new cost center assigned to their function from the RBS list. The
new cost center code should be provided to the employee by his/her supervisor. Please refer to
the TRS Manual for additional information regarding cost center coding for time reporting.

10
The following is an example of how an employee records the Cost Center Code in TRS. Please
refer to TRS manual for additional information regarding CC code setup and Personal Profile
screen input.

CALTRANS Time Reporting / Personal profile 03

Please Enter The Information Requested !

First Name : Ross Last Name : CHITTENDEN

Social Security : *** - ** - ****

Your Supervisor Account ID: IITAMURA at TK1

Your FY 95 District: 44 Unit: 147 Your FY 94 District: 44 Unit: 016

Office Address: 1120 N STREET, MS 28 Room: 2107

Office Zip: 95814 Office Phone Number: (916) 654 - 2395

Level 4, Cost Center

Level 1, Source District

11
Structure of the RBS
In order to facilitate summary reporting of work done for Caltrans, the RBS is grouped into
major categories and resource groupings (Level 2) as identified below:

ADMINISTRATION 000-099, 495

ENGINEERING MANAGEMENT 100 - 154

TRANSPORTATION PLANNING 155 – 199, 838, 841 - 844

PROJECT DEVELOPMENT 200 - 279

ENGINEERING SERVICES 280 – 349, 835 – 837, 832 - 834,

839 - 840

TRAFFIC MANAGEMENT 350 – 399, 830 - 831

RIGHT OF WAY 400 - 499

CONSTRUCTION 500 - 599

MODAL TRANSPORTATION 800 - 829

MAINTENANCE 600 - 799, 850-899

PSEUDO/C-BARS 900 - 999

Within the groupings are codes for specific functions (Level 3) as outlined on the following
pages.

12
ADMINISTRATION
000 AUTOMOTIVE POOL
001 -004 ADMINISTRATION EXECUTIVE MANAGEMENT
005-007 RESOURCE MANAGEMENT
008-012 PERSONNEL
013 TRAINING
014 SAFETY
015 LABOR RELATIONS
016 EXAMS
017 MANAGEMENT ANALYSIS
018 RISK MANAGEMENT
019-020 CONTRACTS
021-022 PROCUREMENT
023-025 BUILDING OPERATIONS
026 MAILROOM
027 LIBRARY
028 AUDIO VISUAL
029 AUTOMOTIVE MANAGEMENT
030-031 REPROGRAPHICS
032-034 MATERIEL OPERATIONS
035-036 BUSINESS MANAGEMENT
037-039 PUBLIC INFORMATION
040-041 EQUAL EMPLOYMENT OPPORTUNITY
042-044 BUDGETS
045-046 ADMINISTRATIVE SUPPORT
047 AUDITS
048-066 ACCOUNTING
067-069 LEGAL
070-071 LEGISLATIVE AFFAIRS
072 RECORDS MANAGEMENT
073-087 INFORMATION SERVICES
088-089 CIVIL RIGHTS
090-093 CLERICAL SUPPORT
094 DIRECTORS OFFICE STAFF
095-099 BOARDS & COMMISSIONS
495 ASSET MANAGEMENT

ENGINEERING MANAGEMENT
100-104 ENGINEERING EXECUTIVE MANAGEMENT
105-139 PROJECT MANAGERS
140-143 PROJECT SCHEDULING
144 PROJECT COORDINATION
145 *** UNASSIGNED ***
146-151 PROGRAM MANAGEMENT
152-154 LOCAL ASSISTANCE

13
TRANSPORTATION PLANNING
155- 160, 838, 841 TRANSP PLANNING EXECUTIVE MANAGEMENT
161-167 TRANSPORTATION PLANNING
168-180, 842-844 ENVIRONMENTAL PLANNING
168-171 ENVIRONMENTAL PLANNING - GENERAL
171-173 ENVIRONMENTAL PLANNING - ARCHITECT
174- 175 ENVIRONMENTAL PLANNING - ARCHAEOL
176-177 ENVIRONMENTAL PLANNING - NAT SCI
178-180 ENVIRONMENTAL PLANNING - SOCIAL
181-182 LOCAL DEVELOPMENT COORDINATIO~' & REVIEW
183- 184 TECHNICAL SUPPORT
185-194 TRANSPORTATION STUDIES
195-197 FORECASTING MODELING
198-199 SPECIAL FUNDED PROJECTS

PROJECT DEVELOPMENT
200-215 PROJECT DEVELOPMENT EXECUTIVE MANAGEMENT
216-219 PROJECT PLANNING
220-279 DESIGN

ENGINEERING SERVICES
280-284, 835-837 ENGINEERING SVCS EXECUTIVE MANAGEMENT
285-295 PS&E/OFFICE ENGINEER
296-302 DRAFTING SERVICES
303-307 MANAGEMENT SERVICES/TECHNICAL SUPPORT
308-310, 832-834, 839-840 SURVEYS
311 PHOTOGRAMMETRY
312-315 HYDRAULICS
316 GEOTECHNICAL/STRUCTURES FOUNDATIONS
317-321 MATERIALS LAB
322-325 GEOTECHNICAL
326 INDEPENDENT ASSURANCE TESTING
327 MATERIALS LAB
328 FIELD SUPPORT
329 FIELD EXPLORATION
330-331 UNIX SUPPORT
332-337 ENVIRONMENTAL ENGINEERING
338-339 APPLIED RESEARCH
340-344 LANDSCAPE ARCHITECTURE
345-348 CONSULTANT SERVICES (A&E CONTRACTS) SVCS
349 HAZARDOUS WASTE

14
TRAFFIC MANAGEMENT
350-354, 830 TRAFFIC EXECUTIVE MANAGEMENT
355-364 TOLL BRIDGE OPERATIONS
365-379 TRAFFIC OPERATIONS
380-389 TRAFFIC ENGINEERING
390-396 ELECTRICAL SYSTEMS
397-399, 831 PERMITS

RIGHT OF WAY
400-405 RIGHT OF WAY EXECUTIVE MANAGEMENT
406-409, 496 R/W PLANNING & MANAGEMENT
410-419 R/W PROJECT DELIVERY TEAMS
420-429 R/W APPRAISALS
430-439 R/W ACQUISITIONS
440-449 R/W UTILITY RELOCATION
450-469 R/W REAL PROPERTY SERVICES
450-454 R/W REAL PROPERTY SERVICES
455-459 R/W REAL PROPERTY SERVICES - PROP MNTCE
460-464 R/W REAL PROPERTY SERVICES - AIRSPACE
465-469 R/W REAL PROPERTY SERVICES - OUTDOOR ADV
470-479 R/W RELOCATION ASSISTANCE
480-489 R/W LOCAL PROGRAMS
490-494 R/W CLERICAL
497 *** UNASSIGNED ***
498 OPERATIONLAL RESEARCH
499 *** UNASSIGNED ***

CONSTRUCTION
500-509 CONSTRUCTION EXECUTIVE MANAGEMENT
510-515 CONSTRUCTION OFFICE
516-584 FIELD CONSTRUCTION
585-589 CONSTRUCTION LAB
590-594 CONTRACT CLAIMS
595-598 LABOR COMPLIANCE
599 CONSTRUCTION SAFETY

15
MODAL TRANSPORTATION
800-803 MODAL TRANSP EXECUTIVE MANAGEMENT
804-807 RAIL
808-810 AERONAUTICS
811-813 TRANSPORTATION DEMAND MGMT/RIDESHARE
814-816 FACILITY PLANNING
817-819 FACILITY DEVELOPMENT
820-826 GRANTS COORDINATION
821-823 GRANTS COORDINATION - STATE GRANTS
824-826 GRANTS COORDINATION - FEDERAL GRANTS
827-829 MASS TRANS/MULTI MODAL

RESERVED FOR FUTURE USE

497, 499, 845-849

MAINTENANCE
600-799, 850-899

PSEUDO/C-BARS
900-999

Maintenance and PSEUDO/C-BARS have not been standardized at this time. Efforts will be
underway to accomplish the standardization of Maintenance RBS.

16
RBS Change Control Process
The following pages contains the RBS Change Control Process which the REVISIT Task
Force has established for any addition or modification of TRAMS RBS data.

This process is implemented as of the date of this publication.

17
RBS Change Control Process Steps

1. Initiator/Requestor requests changes or additions

[for "routine" revisions to individual Cost Centers]

2. Resource Manager

3. Headquarters Project Management Program

4. Headquarters Personnel Services Program

[for State Controller's Office (SCO) number, if required]

5. Headquarters Accounting Services Center

cc: Headquarters Budgets Program

Note: The entire process should be completed within 4-5 working days for "routine" requests, in order to
avoid any inconvenience to the initiating District / Program. To accomplish this, it will be necessary to
implement automated processes wherever possible.

18
 RBS Change Control Process Flowchart
for Form 1035

Initiator/
Step 1 Requester

Step 2 Resource
Manager

Step 3 Headquarters
Project
Management

Headquarters
Step 4 Personnel
(for SCO only)

Headquarters
Step 5 Accounting

CC: HQ Budgets

19
20
DEFINITION PAGES

The following set of RBS definitions is provided to clarify which RBS code should be assigned
based on activities engaged in.

It should be noted that these definitions are meant to help identify the function that is performing
the work included in each work package.

These definitions are not all inclusive of every activity that is performed by a particular resource.
Rather they provide a framework for determining the proper RBS code to be assigned for time
reporting and scheduling purposes. Thus the phrases, "All work involved in..." or "Includes..."
were used instead of an exhaustive list of sub-tasks.

A decision on what RBS code to use should be based on "what" product or work package
results from the units activities.

This guide and the definitions of the RBS is designed to help you determine the correct resource
codes. Please refer to "Rules for Using RBS and Cost Centers" section of this guide.

The following pages contain the RBS descriptions.

21
 ADMINISTRATION '000-099, 495'
000 AUTOMOTIVE POOL
Pseudo Code, dollars only, no time charges, for automotive pool costs in the
Geographical Districts (01-12) , and HQ District 32.

001-004 ADMINISTRATION EXECUTIVE MANAGEMENT

Units assigned to these Cost Centers are typically involved in the following
activities: The daily work performed by the District Director and Division
Chief's; including their secretaries.

005-007 RESOURCE MANAGEMENT

Units assigned to these Cost Centers are typically involved in the following
activities: Developing budget; monitoring expenditures (PYs & $s); certifying
funds; reviewing cooperative agreements; maintaining and updating EAs.

008-012 PERSONNEL
Units assigned to these Cost Centers are typically involved in the following
activities: Processing all personnel transactions including hiring, promoting,
separating employees; assuring accurate leave, benefit, and pay records for
employees; assuring integrity of the State's classification system; preparing
formal adverse actions, non-punitive separations, hardship transfers, health
maintenance programs, fit-for-duty, disability retirement, assuring the
integrity of the State's classification system, and consultation with
supervisors and managers

013 TRAINING
Units assigned to these Cost Centers are typically involved in the following
Activities: Processing training registrations and payment of invoices for
Training; providing liaison support for Districts & Programs to answer
training related inquiries and to research & provide training resources to
Managers, Supervisors & emp loyees; assess department wide training needs
and coordinate delivery of training classes; design and deliver training based
upon a thorough needs assessment; train subject matter experts within
Caltrans to deliver training, and research and recommend innovative new
ways to maintain a competent and well trained workforce within the
Department.

014 SAFETY
Units assigned to these Cost Centers are typically involved in the following
activities: Investigating accidents and injuries, consulting with supervisors
on safety and health issues, administering Caltrans Injury & Illness
Prevention Program, including formulating accident prevention policies and
procedures, perform field operation reviews, develop or recommend
appropriate safety training; employee assistance programs, arranging critical
incident consultation; act as liaison for various State agencies; workers
compensation and consultation with supervisors and managers.

22
 ADMINISTRATION '000-099, 495' - continued

015 LABOR RELATIONS

Units assigned to these Cost Centers are typically involved in the following
activities: Consulting with supervisors and managers about labor relations
issues; investigating grievances, complaints, unfair labor practice charges
and other contract administration issues; preparing and delivering LR
training for supervisors and managers.

016 EXAMS
Units assigned to these Cost Centers are typically involved in the following
activities: Processing documents related to exams, proctoring exams,
administering the annual exam plan, and recruit targeted groups into a
variety of classifications for the Department.

017 MANAGEMENT ANALYSIS

Units assigned to these Cost Centers are typically involved in the following
activities: Identifying problems; recommending solutions; publishing and
maintaining directives (P&Ps).

018 RISK MANAGEMENT

Information Security and Operational Recovery Program (IS/OR) officer serves as primary
information Security and Risk/Recovery consultant the Deputy for Finance/Information
Security Officer and the Executive staff. Responsibilities include but are not limited to:
review, development, and maintenance of written security related policies and procedures.

Oversight of security for the Caltrans Statewide Wide Area Network and all attached local
area networks, nodes, and peripherals. Prepare Risk Mitigation plan and its Budget
Change Proposal, and the Caltrans Statewide Operations and Recovery Plan. Supervises
the Information Security and Risk Recovery consultant.

019-020 CONTRACTS
Units assigned to these Cost Centers are typically involved in the following
activities: Coordinating the determination of legal justification to contract out for
services; determining appropriate contract award method; soliciting
information necessary to select and prepare appropriate detailed and open
complex bid packages, contracts, supporting documentation and required
verification, certifications and approvals; and ensuring the integrity of the
bidding and contract processes set forth in the Public Contract Code.

021-022 PROCUREMENT
Units assigned to these Cost Centers are typically involved in the following
activities: Determining appropriate method for obtaining various
commodities utilized by the District; identifying vendors; obtaining price
quotes, issuing Supply Orders, CD/PCI- and Draft PEs.

023-025 BUILDING OPERATIONS

Units assigned to these Cost Centers are typically involved in the following activities:
Administering Contracts for maintenance of State-owned offices, laboratory, equipment
shops and warehouses. Performing miscellaneous minor repairs to plumbing, electrical,
carpentry, locks, refrigeration, etc. Managing parking lot, repair, and upkeep.

23
 ADMINISTRATION '000-099, 495' - continued

026 MAILROOM
Units assigned to these Cost Centers are typically involved in the following
activities: Receipt and delivery of mail, operating postage meter and scales
for mail processing; sorting and preparing mail for distribution, opening and
analyzing correspondence for proper routing.

027 LIBRARY
Units assigned to these Cost Centers are typically involved in the following
activities: Ordering and maintaining publications, manuals, periodicals,
engineering books, etc. Assisting employees with research of various
engineering materials.

028 AUDIO VISUAL

Units assigned to these Cost Centers are typically involved in the following
activities: Assisting litigation cases; videotape presentations and roadway
projects; graphic services, and assisting in hearing and setting up
presentation, audio-visual equipment set-up for delivering hearings.

029 AUTOMOTIVE MANAGEMENT

Units assigned to these Cost Centers are typically involved in the following
activities: Managing fleet inventory, including issuing State vehicles,
processing car tags, ensuring performance of preventive maintenance and
repair of vehicles.

030-031 REPROGRAPHICS
Units assigned to these Cost Centers are typically involved in the following
activities: Operating all reprographic equipment; including offset presses,
high speed copiers, engineering-type copiers, bindery equipment, collators,
and paper drill.

032-034 MATERIEL OPERATIONS

Units assigned to these Cost Centers are typically involved in: Warehouse
management, i.e., receiving inventory items, stocking warehouse, issuing
materiel using LR/EDPs, establishing reorder levels to maintain inventory
security, loading and unloading trucks, and packing and shipping materiel.

035-036 BUSINESS MANAGEMENT

Units assigned to these Cost Centers are typically involved in energy and
water conservation and various other areas of Business Management.

037-039 PUBLIC INFORMATION

Units assigned to these Cost Centers are typically involved in the following
activities: Providing information about Caltrans to the media, public and
special interest groups and advising Caltrans managers how their activities
affect public opinion.

24
 ADMINISTRATION '000-099, 495' - continued

040-041 EQUAL EMPLOYMENT OPPORTUNITY

Units assigned to these Cost Centers are typically involved in administering:
Special Employment Programs, developing and monitoring the AA Plan and
handling complaints of discrimination.

042-044 BUDGETS
Units assigned to these Cost Centers are typically involved In: Acquiring,
distributing, and monitoring resources - both PYs and Dollars; and processing
requests for federal funds.

045-046 ADMINISTRATIVE SUPPORT

Units assigned to these Cost Centers are typically involved in the following
activities: Providing administrative support to all offices for budget
expenses/personnelyear monitoring, certifying funds available for purchases,
contracts, etc., staffing plan development and updating, maintaining
databases, Personnel Action Request coordination, approval and submittal to
Personnel Operations, equipment/supplies purchasing and warehousing,
facilities operation in coordination with the department Building Manager,
mail delivery, enforcing safe working conditions and compliance, approval
process for out-of-state travel, distribution of policies and procedures and
transmittal of all required Personnel-related documents impacting employees
pay, performance, etc.

047 AUDITS
Units assigned to these Cost Centers are typically involved in the following
activities: Conducting management and operational audits of functional areas
within the department, conducting financial and compliance audits of
agreements and contracts with external entities, conducting administrative
and discrimination complaint investigations and coordination with external
auditors and investigators.

048-066 ACCOUNTING
Units assigned to these Cost Centers are typically involved in the following
activities: Controlling expenditures against appropriations; developing
accounting and fiscal control policies and procedures for reporting of revenues
and expenditures consistent with GAAP, Federal and State requirements;
safeguarding the financial assets of the Department; ensuring that federal
and reimbursement funds are accounted for and collected on a timely basis;
developing the fiscal year- end closing requirements and preparing the
Department's annual financial reports and statements.

25
 ADMINISTRATION '000-099, 495' - continued

067-069 LEGAL
Units assigned to these Cost Centers are typically involved in the following
activities: Investigating tort claims and actions; investigating and
recommending payment on claims of $1,000 or less; representing defendant
State in small claims actions, assisting attorneys in the preparation for trial,
acting as liaison for legal matters between the District and Legal Division.

070-071 LEGISLATIVE AFFAIRS

Units assigned to these Cost Centers are typically involved in the following
activities: Acting as liaison with local governments; analyzing legislative bills
and relating analysis to management.

072 RECORDS MANAGEMENT

Units assigned to these Cost Centers are typically involved in the following
activities: Transferring or destroying inactive records7 serving as a resource
regarding public access to records, serving as Records Officer, processing
Merit Award analysis requests, maintaining and interpreting records
retention schedules.

073-087 INFORMATION SERVICES

Units assigned to these Cost Centers are typically involved in the following
activities: Analyze, develop and maintain programs, systems and
applications; work in support of equipment installations and operations,
including mainframe, PC and LAN. Managing, acquiring, maintaining and
disposing of District's telecommunications equipment.

088-089 CIVIL RIGHTS

Units assigned to these Cost Centers are typically involved in the following
activities: Activities in various areas of the Division of Resource
Management that ensure availability of business opportunities to all
Disadvantaged, Minority and Woman-owned Business Enterprises.

090-093 CLERICAL SUPPORT

Units assigned to these Cost Centers are typically involved in the following
activities: Various clerical activities, including reception desk and clerical
pool.

094 DIRECTORS OFFICE STAFF

Units assigned to these Cost Centers are typically involved in the following
activities: The daily work performed by the Director, Chief Deputy Directors,
and Deputies; including their secretaries. Duties encompass executive
management and policy-making for the department's operation.

26
 ADMINISTRATION '000-099, 495' - continued

095-099 GOVERNING BODIES

Units assigned to these Cost Centers are typically involved in the following
activities: Governor's Office, Business Housing & Transportation Agency,
California Toll Bridge Authority, California Transportation Commission,
California Highway Commission, State Aeronautics Board, Regional Councils of
Government (SANDAG), Regional Transportation Boards or Commissions, or
other Federal, State, & Local Agencies

495 ASSET MANAGEMENT

Units assigned to this cost center are responsible for ensuring optimum use of
the Department's real property assets and for obtaining informed investment
decisions for transportation support facilities.

27
 ENGINEERING MANAGEMENT '100-154'

100-104 ENGINEERING EXECUTIVE MANAGEMENT

Units assigned to these Cost Centers are responsible for the management and
supervision of the Program and Project Management functions and are
usually the Single Focal Point for project delivery.

105-139 PROJECT MANAGERS

Units assigned to these Cost Centers are typically involved in the following
activities: Monitoring delivery against the work plan and managing change;
identifying and working with the Project Delivery Team to develop a work
plan that will consist of activities, schedules and resources required to deliver
the project; negotiating and resolving project scope with internal and external
stakeholders; identifying and evaluating all feasible alternatives to ensure
delivery of assigned projects within scope, cost, schedule, budget resources,
and to acceptable Caltrans standards and practices.

140-143 PROJECT SCHEDULING

Units assigned to these Cost Centers are typically involved in the following
activities: Providing detailed schedules and work plans for Project Managers
and Functional Managers; creating graphs and charts reflecting various
information such as resource workload and cost expenditures; assisting
Project Managers and Functional Managers with project deliver; maintaining
PMCS to current scope, schedule, and cost; providing district wide support
and training on Project Management Tools and interfacing with District and
HQ Planning, Programming and Budget functions to develop and track
district Capital Outlay Projects and Programs.

144 PROJECT COORDINATION

Units assigned to this Cost Center are typically involved in the following
activities: Coordination between Tailored and Support Districts - Keeping
their district directors apprised of project status and acts as liaison between
planning/pre-programming activities that remain in tailored district and the
regional managers. Acting as liaison between the regional district and local
constituents and includes responsibility for PSR, PSSR, etc. (NOTE: TO BE
ASSIGNED IN THE TAILORED DISTRICTS ONLY.)

145 ( Reserved for future use )

146-151 PROGRAM MANAGEMENT

Units assigned to these Cost Centers are typically involved in the following
activities: Programming projects; coordinating with CTC, MPOs, and Local
Agencies; managing the Capital Outlay and Support plan.

152-154 LOCAL ASSISTANCE

Units assigned to these Cost Centers are typically involved in the following
activities: Monitoring work from local agencies which has federal funding to
ensure conformance with federal guidelines; monitoring some state programs
that local agencies are involved in to ensure conformance with state
guidelines. Work monitored includes field review, environmental clearance,
PS&E, R/VV certification, and construction.

28
 TRANSPORTATION PLANNING '155-199'

155-160, 838, 841 TRANSPORTATION PLANNING EXECUTIVE MANAGEMENT

Units assigned to these Cost Centers are typically involved in the following
activities: Management activities associated with transportation planning
activities. Includes their secretaries. Note: General clerical support should
be assigned to a clerical support Cost Center. Administrative support
personnel should be assigned an Administrative Support Cost Center.

161-167 TRANSPORTATION PLANNING

Units assigned to these Cost Centers are typically involved in the following
activities: Responsible for annual non-motorized report, proposition 116
bicycle projects; bicycle lane account program; update of bikeway design
standards; state bicycle map; inter-modal surface transportation efficiency act
bicycle coordination; development of regional transportation plans with
MPOs/RTPAs, liaison with Coastal Commissions, development of District
System Management Plan (DSMP), Transportation System Development
Plan (TSDP), Route Concept Reports (RCRs), NRDC Storm water
Coordination, Air Quality Management Plans and Congestion Management
Plans.

168-180, 842-844 ENVIRONMENTAL PLANNING - GENERIC

Units assigned to these Cost Centers are typically involved in the following
activities: Delivery of environmental documents, technical studies and
environmental engineering products within their responsibility. - Each office
also provides environmental support to maintenance within their geographic
area. This includes setting priority for Project Study Reports, Major
Investment Studies and Route Adoptions for projects not yet programmed,
etc. (NOTE: specialties include General, Architectural, Archaeological,
Natural Sciences and Social Sciences type studies)

168-171 ENVIRONMENTAL PLANNING - GENERAL

Units assigned to these Cost Centers are typically involved in the following
activities: Preparation of environmental documents for transportation
projects to meet the requirements of NEPA and CEQA, as well as technical
reports for background studies.

172-173 ENVIRONMENTAL PLANNING - ARCHITECTURAL

Units assigned to these Cost Centers are typically involved in the following
activities: Preparation and research of Historic Architectural Survey Reports
(HASR) to document the impacts of transportation projects on cultural
resources per NEPA, CEQA. Section 106 of the National Historic
Preservation Act, and Section ~(f) of the DOT Act.

174-175 ENVIRONMENTAL PLANNING - ARCHAEOLOGICAL

Units assigned to these Cost Centers are typically involved in the following
activities: Preparation and research of Archeological Survey Reports to
document the impacts of transportation projects on pre-historic and
palentological resources. Conducting archeological digs, cataloging
archeological and palentological artifacts, coordinating with Native American
tribe and ensuring compliance with the Native American Grave Protection
Act (NAGPRA)

29
 TRANSPORTATION PLANNING '155-199' - continued

176-177 ENVIRONMENTAL PLANNING - NATURAL SCIENCE

Units assigned to these Cost Centers are typically involved in the following
activities: Preparation and research of endangered species reports as per
Section 7 of the Endangered Species Act for transportation proposals;
preparation of wetlands and flood plains impact analyses; obtain Section 404
and Section 1601 permits from ACOE and California Fish and Game.

178-180 ENVIRONMENTAL PLANNING - SOCIAL SCIENCE

Units assigned to these Cost Centers are typically involved in the following
activities: Preparation and research for Socio-economic Impact Analyses to
document the impacts of transportation projects on Community Cohesion,
housing, residents, businesses, and non-profit organizations. Prepare
Environmental Justice Analyses to determine if any minority, or low-income,
populations are being disproportionately impacted by a transportation
proposal, as required by the when appropriate. Works with Right of Way
staff, LARTS, and other Offices to obtain US Census Data, and Relocation
Impact Statements.

181-182 LOCAL DEVELOPMENT COORDINATION & REVIEW

Units assigned to these Cost Centers are typically involved in the following
activities: Coordinating efforts and scoping meetings with local agencies to
off-set traffic impacts to state roadways resulting from locally approved
development; obtaining traffic mitigation; developing additional and separate
funding source for state transportation projects; participating with County
Transportation Commissions in developing congestion relief policies.

183-184 TECHNICAL SUPPORT

Units assigned to these Cost Centers are typically involved in the following
activities: Providing technical support; performing Modeling studies to
collect to and share data with Counties and CMAs; developing means of
sharing information; performing pre-earthquake assessment and recovery
plan through SP&R funding; participating in Geographic Information System
committees to implement GIS.

185-194 TRANSPORTATION STUDIES

Units assigned to these Cost Centers are typically involved in the following
activities: Preparing preliminary plans, geometric designs and cost estimates
for various alternatives for PSRs, PRs and Major Investment Studies. Serving
as lead for corridor studies through the environmental process.

195-197 FORECASTING MODELING

Units assigned to these Cost Centers are typically involved in the following
activities: Performing Traffic Forecasting computer modeling; preparing
Traffic Forecasts for PSRs, PRs and Air Quality reports; Obtaining approval
of MPOs regarding methodology and screen lines; obtaining CEQA review of
environmental documents regarding traffic forecasting, i.e., (trip generation,
trip distribution, the assignment), and mitigation measures.

30
198-199 SPECIAL FUNDED PROJECTS
Units assigned to these Cost Centers are typically involved in the following
activities: Oversight of the work performed by other entities to assure that
the product conforms to the Department's standards and practices. Provide
information, guidance, and oversight, from project inception to completion, to
local agencies and their consultants who are providing improvements to the
state highway system. Includes: Liaison and coordination, PSR/PR reviews
and/or preparation, PS&E review, processing cooperative and freeway
agreements, monitoring progress and pushing to meet milestones when State
funds included. Attends meetings and consults with other governmental
agencies, developers, and consultants, to represent Caltrans' interests.
Coordinates review of projects with internal units such as Structures, Design,
Environmental, Right of Way, Planning, Maintenance and Traffic. Works
with the developers' or agencies engineers interpreting and directing
application of Departmental policies and standards.

31
 PROJECT DEVELOPMENT"200-279"

200-215 PROJECT DEVELOPMENT EXECUTIVE MANAGEMENT

Units assigned to these Cost Centers are typically involved in the following
activities: Managing and supervising Project Development.

216-219 PROJECT PLANNING

Units assigned to these Cost Centers are typically involved in the following
activities: The priority setting process for Project Study Reports, Major
Investment Studies and Route Adoptions for projects not yet programmed.
Negotiating work agreements for the priority Advance Planning work.
Leading the Project Scoping Teams and ensuring the involvement of the
appropriate single-hat project manager.

220-279 DESIGN
Units assigned to these Cost Centers are typically involved in the following
activities: Developing and preparing plans, specifications, and estimates for
various types of projects such as STIP, Measure A, Measure B, Measure C,
locally funded projects. In-house design and consultant oversight. Project
oversight activities are performed to ensure that the work performed by
consultants on State highway projects conforms to Caltrans' standards.

32
 ENGINEERING SERVICES "280-349"

280-284 ENGINEERING SERVICES EXECUTIVE MANAGEMENT

Units assigned to these Cost Centers are typically involved in the following
activities: Collecting and coordinating input from Project Planning and the
Engineering Service areas for the development of geometrics, structural
roadbed, drainage and other miscellaneous features, to complete the plans,
specifications and estimates for the construction of a project, including
determination of right of way lines and access control, and bridge site data.

285-295 PS&E/OFFICE ENGINEER

Units assigned to these Cost Centers are typically involved in the following
activities: Reviewing, compiling and finalizing the P S & E Package;
Incorporating the Bridge PS&E and preparing the Draft Contract Documents
for submission to Engineering Service Center-Office Engineer (ESC-OE),
including special provisions and determination of pricing for the preliminary
estimate of cost. In ESC-OE, processing, preparing, and scheduling Final
Contract Documents for advertisement and award. Preparing and issuing
addenda.

296-302 DRAFTING SERVICES

Units assigned to these Cost Centers are typically involved in the following
activities: Preparing, developing, compiling, drafting by hand or machine
methods, copying, lettering, scribing, coloring, checking, and reviewing
contact maps, and plans, sketches and drawings; retouching photos;
preparing map displays and charts, and related activities of a delineation
nature, and required ink or scribe tracing of photogrammetric manuscripts.

303-307 MANAGEMENT SERVICES/TECHNICAL SUPPORT

Units assigned to these Cost Centers are typically involved in the following
activities: Preparing of cooperative agreements and acting as route adoptions
liaison with regulatory permit agencies; coordinating engineering related
training and records; organizing PE meetings; preparing of various intra-District project
development related instructions; coordinating FHWA/District/Proj/Dev meetings;
reviewing project reports; updating and maintaining of all P&Ps, DCLs, engineering
instructions memos and project development activities guide.

308-310, 832 SURVEYS

-834, 839-840 Units assigned to these Cost Centers are typically involved in the following
activities: Obtain maps and data from county offices or other sources; prepare
maps and descriptions for acquisition and disposal of right of way; and
prepare, maintain and update record maps for RJW and other CALTRANS
properties. Surveying by field survey methods; job planning, reconnaissance,
primary control work, monumentation, global positioning system(GPs)
surveys, photo control surveys, photogrammetric map field comp letion and
field accuracy checking surveys, pavement elimination surveys, construction
surveys, field note preparation and processing, associated survey
computation work, survey coordination, and special funded project oversight.

311 PHOTOGRAMMETRY
Units assigned to these Cost Centers are typically involved in the following
activities: Planning, compiling, and checking photogrammetric maps and
related data; this includes tasks such as flight planning, control planning,

33
 ordering and checking aerial photography, aero-triangulation, base sheet
ENGINEERING SERVICES "280-349" - continued

preparation, map compilation, and photogrammetric cross sections, digitizing

topographic maps into CADD format, Datum conversions, conversion from
US to Metric system and conversions into CADD format.

312-315 HYDRAULICS
Units assigned to these Cost Centers are typically involved in the following
activities: Hydraulic and hydrological studies in connection with the
planning or design of a specific project, including calculating the quantity
flow calculations, siding of conduits. and designing regular or special non-standard
hydraulic structures; estimating drainage and associated excavation
and backfill quantities; work under specific blanket authorizations for
hydraulics work in connection with resolution of a particular drainage
system, special hydrological studies concerned with precipitation rates and
maximum runoffs where applicable to a specific project.

316 GEOTECHNICAL/STRUCTURES FOUNDATIONS

Units assigned to these Cost Centers are typically involved in the following
activities: Performing soil and geologic site investigations for various types of
structures; performing engineering analysis and preparing final foundations
reports.

317-321 MATERIALS LAB

Units assigned to these Cost Centers are typically involved in the following
activities: Providing the necessary preliminary testing required to develop
recommendations for the Geotechnical/Materials reports; construction
compliance and acceptance testing of roadway and embankment
constructions materials as well as asphalt concrete designs. Performing
pavement design and making recommendations for rehabilitation; performing
corrosion studies; locating sources of materials; writing specifications for
district recommended construction materials; reviewing encroachment
permits; coordination of construction and maintenance support; materials
information handout which includes sources of materials; various project
initiation documents (PSSR, PSR, PS&E, etc).

322-325 GEOTECHNICAL
Units assigned to these Cost Centers are typically involved in the following
activities: Conducting geotechnical and geological investigations required for
highway improvements and damage repair; preparing preliminary and final
geotechnical reports; responding to public comments and corresponding;
Oversight and reviewing geotechnical work by outside consultants and
agencies; conduct geotechnical investigations and providing recommendations
for contract change orders, resolution of contract claims and litigation.

326 INDEPENDENT ASSURANCE TESTING

Units assigned to these Cost Centers are typically involved in the following
activities: Record sampling and testing taken by, or under the supervision of,
Personnel not assigned to the project.

34
 ENGINEERING SERVICES "280-349" - continued

327 MATERIALS LAB

Units assigned to these Cost Centers are typically involved in the following
activities: same as 317-321

328 FIELD SUPPORT

Units assigned to these Cost Centers are typically involved in the following
activities: Providing geotechnical and construction services; geotechnical
instrumentation installation; monitoring and data processing.

329 FIELD EXPLORATION

Units assigned to these Cost Centers are typically involved in the following
activities: Providing exploration drilling and sampling service for
geotechnical and structures foundation investigations.

330-331 UNIX SUPPORT

Units assigned to these Cost Centers are typically involved in the following
activities: Provides training and consultation to those using Computer Aided
Drafting and Design (CADD) workstations.

332-337 ENVIRONMENTAL ENGINEERING

Units assigned to these Cost Centers are typically involved in the following
activities: Providing technical support and oversight on transportation
related projects in the areas of Air, Noise, Energy, Hazardous Waste, and
Water Quality to ensure compliance with Federal, State, and Local Laws and
regulations as well as Caltrans policies.

Conducting noise, air quality, and energy studies; conducting and overseeing
the preparation of initial site assessment and preliminary site investigation;
ensuring proper handling, transportation, and disposal of contaminated
materials in accordance with federal, state, regional, and local laws and
regulations; providing liaison between various regional water quality control
boards and functional offices of the District to comply with the requirements
of National Pollution Discharge Elimination System; preparing storm water
management plans.

Progress samples and tests are taken and performed, of the material
delivered to the project and before its incorporation into the work to verify
the results of job control testing final sampling and testing of the completed
work is performed to verify conformity with the plans and specifications.

Preparation of Quantitative Noise, Air and Water quality reports through

field studies, leading to data analysis and reports for environmental
documents for highway projects.

338-339 APPLIED RESEARCH

Units assigned to these Cost Centers are typically involved in the following
activities: Provide and demonstrate new technology that will contribute to
the design, construction, operation, and maintenance of highways to respond
to the public need for safe, efficient, cost-effective, and environmentally
compatible highway transportation service.

35
 ENGINEERING SERVICES "280-349" - continued

340-344 LANDSCAPE ARCHITECTURE

Units assigned to these Cost Centers are typically involved in the following
activities: Provide design oversight for locally funded projects, plan, design
and prepare PS&E for projects in the Highway Planting and Restoration
Program, Safety Roadside Rests and Restoration Program, Roadside
Enhancement Program (i.g., Vista Points, Historical Markers), develop plans
and specifications for erosion control, revegetation, wetlands/habitat
restoration, and for implementing policies, procedures, and programs for
Transportation Enhancement Activities, (TEA) Environmental Enhancement
and Mitigation (EEM), Transportation Art, Scenic Highways, and Blue Star
Memorial Highways. Provide functional support to the Project Development
Team for a wide variety of projects that include, but not limited to, highway
construction, multi-modial transportation facilities, Park-and-Ride lots, noise
barriers, maintenance stations, toll plazas, and other projects requiring
expertise in scenic resource evaluation, visual impact assessment, aesthetics,
natural resource protection and mitigation, roadside vegetation management,
water conservation, storm water quality requirements and community
involvement.

345-348 CONSULTANT SERVICES (A & E CONTRACTS)

Units assigned to these Cost Centers are typically involved in the following
activities: Developing consultant contracts for architectural and engineering
(A&E) project development services in support of project delivery. Contracts
are for (specific contracts) and for specific services (on call contracts).
Contract administration activities are performed to secure services of
consultants and ensure that the contractual obligation6 are satisfactorily
comp leted.

349 HAZARDOUS WASTE

Units assigned to these Cost Centers are typically involved in the following
activities: Performing hazardous waste investigations for the purpose of
identifying known or potential hazardous waste sites within the proposed
project area, initiating hazardous waste remediation and monitoring
progress.

36
 TRAFFIC MANAGEMENT '350-399'

350-354 TRAFFIC EXECUTIVE MANAGEMENT

Units assigned to these Cost Centers include: Executive Management of the
Traffic Operations functions in Headquarters or the District. Program
Management of the Traffic Operations functions. District Liaison for Traffic
Operations.

355-364 TOLL BRIDGE OPERATIONS

Units assigned to these Cost Centers are typically involved in activities
related to Toll Bridge Facilities Toll Collection on State-owned toll bridges.

365-379 TRAFFIC OPERATIONS

Units assigned to these Cost Centers are typically involved in the following
activities: Freeway service patrol; traffic management activities for special
events; traffic counting on freeways, non-freeways, and lane closure charts;
developing raw ramp metering; monitoring and evaluating operations of
ramp meters; developing and evaluating ramp metering corridor projects;
developing specific ramp metering projects; developing project reports and
review of PS&E for traffic operation system segments; developing and
coordinating the incorporation of traffic operation system elements;
developing traffic management strategies; Monitoring and adjusting traffic
signals; traffic census; high occupancy vehicle lane operations, and
congestion monitoring.

Management and operation of traffic operations systems including:

Transportation management centers; changeable message signs; closed
circuit television systems, and highway advisory radio systems.

380-389 TRAFFIC ENGINEERING

Units assigned to these Cost Centers are typically involved in the following
activities: Traffic Design; traffic improvement reports; PS&Es reviews
for traffic; oversight review of projects; signing plans, and estimates.

390-396 ELECTRICAL SYSTEMS

Units assigned to these Cost Centers are typically involved in the following
activities: Designing and reviewing highway lighting and traffic
signals/traffic operations system; developing, designing, and implementing
electrical systems; performing bridge electrical design; monitoring traffic
signal operations.

397-399 PERMITS
Units assigned to these Cost Centers are typically involved in the following
activities: Reviewing approval and issuance of transportation and
encroachment permits. Performing customer service for applicants for
encroachment or transportation permits

37
 RIGHT OF WAY '400-499'

400-405 RIGHT OF WAY EXECUTIVE MANAGEMENT

Units assigned to these cost centers are involved in the highest level of
decision making for the district/division and are typically supervising level or
above Right of Way Agents

406-409, 496 R/W PLANNING & MANAGEMENT

Units assigned to these cost centers are typically involved in Capital
Planning and Budgets, Support Planning and Budgets, Personnel, and
Training. They may also be responsible for the development, monitoring and
coordination of Statewide reporting systems.

410-419 R/W PROJECT DELIVERY TEAMS

Units assigned to these cost centers are generally part of a Right of Way Project
Delivery Team. Their duties may include some or all of the following activities: Planning
and Management, Appraisals, Acquisition, Relocation Assistance, Utility Relocation,
Local Programs, Property Management and Excess Land

420-429 R/W APPRAISALS

Units assigned to these cost centers appraise the value of parcels of land
required for transportation projects to ensure property owners receive just
compensation.

430-439 R/W ACQUISITIONS

Units assigned to these cost centers are responsible for the timely securing of
those property rights necessary to the certification of a transportation project.

440-449 R/W UTILITY RELOCATION

Units assigned to these cost centers are typically responsible for the clearance
or elimination of public or private utility easements from the right of way
being acquired.

450-454 R/W PROPERTY MAINTENANCE

Units assigned to these cost centers are typically responsible for the
management and rental maintenance of all properties being held for future
construction or for sale as surplus.

455-459 R/W AIRSPACE

Units assigned to these cost centers are typically responsible for maximizing
public and private multiple use of rights of way in concert with community
needs and good land use planning.

460-464 R/W EXCESS LANDS

Units assigned to these cost centers are typically responsible for the
Statewide coordination of the identification, mapping, management, and
disposal of properties surplus to the Department's needs.

38
 RIGHT OF WAY '400-499' -continued

465-469 R/W OUTDOOR ADVERTISING

Units assigned to these cost centers are responsible for issuing permits for
new outdoor advertising displays and for providing surveillance and
administration of existing permits to ensure compliance with the standards of
the Outdoor Advertising Act.

470-479 R/W RELOCATION ASSISTANCE

Units assigned to these cost centers are responsible for the implementation of
both the Federal and California Uniform Relocation Assistance and Real
Property Acquisition Policies Acts as they relate to relocation assistance.

480-489 R/W LOCAL PROGRAMS

Units assigned to these cost centers are responsible for the monitoring and
certification of local agency right of way activities on applicable Federal or
State aid program projects; and for providing right of way services and
assistance to local agencies when requested by the agency and authorized by
the Department.

490-494 R/W CLERICAL

Units assigned to this cost center are responsible for clerical support for the
other Right of Way functional units.

497 (Reserved for future use)

498 OPERATIONAL RESEARCH

Units assigned to this cost center are responsible for statewide training and
development, district evaluations, strategic planning and special projects.

499 (Reserved for future use)

39
 CONSTRUCTION '500-599'

500-509 CONSTRUCTION EXECUTIVE MANAGEMENT

Units assigned to these cost centers are typically involved in the following
activities: Planning and directing activities of the District Construction
Office; Evaluating the performance of the District Construction function to
assure quality of work, uniform administration of contracts and monitoring of
costs; coordinating the activities of Construction with other District functions.
Initiating new or revised District policies to meet the goals and objectives of
the Construction function. Holding hearings and making recommendations
to the District Director for the final determination of contractor claims.
Holding hearings for the substitution of subcontractors on construction
projects.

510-515 CONSTRUCTION OFFICE

Units assigned to these cost centers are typically involved in the following
activities: Processing payments to Construction Contractors. Administering
Construction department automotive fleet. Budgeting for personnel and other
resources as necessary to administer construction contracts. Obtaining and
providing training for all construction engineering activities.

516-584 FIELD CONSTRUCTION

Units assigned to these cost centers are typically involved in the following
activities: Overseeing Local Agency construction projects. Administering
construction projects; performing field engineering for conformance to plans
and specifications; calculating monthly payments to contractors; preparing
changes to contract plans and specifications to fit field conditions or design
omissions. Assigning personnel. Coordinating with other functions concerning
plans, specifications and construction methods; Conferring with Design and
Traffic Engineers on special problems. Maintaining project records.

585-589 CONSTRUCTION LAB

Units assigned to these cost centers are typically involved in the following
activities: Checking calibration of Contractors materials production plants
and scales. Obtaining samples of aggregates for asphalt concrete, Portland
cement concrete mix designs and base material. Performing relative
compaction acceptance tests. Performing aggregate grading and sand
equivalent acceptance tests. Performing other materials acceptance tests in
accordance with the Caltrans Standard Test Methods manual.

40
 CONSTRUCTION '500-599' - continued

590-594 CONTRACT CLAIMS

Units assigned to these cost centers are typically involved in the following activities:
Advising units assigned to Field Construction on matters relating to contract claims;
Analyzing contractor claims for merit; researching project records to document costs
related to claims and to prepare the State's position; Assisting in the preparation of the
draft claim report; prepares documents for submittal to the Board of Review.

595-598 LABOR COMPLIANCE

Units assigned to these cost centers are typically involved in the following activities:
Monitoring contractors to assure their conformance to the prevailing wage requirements
of the contract documents. Comparing Resident Engineer's dairies to Contractor's payroll
records and documenting differences. Performing audits of Contractor's home office
records; preparing wage violation cases; checking Contractor's Disadvantaged Business
Subcontractors listed in their bid document for proper certification and conformance to
contract goals; reviewing Contractor's utilization of Disadvantaged Business
subcontractors after contract completion.

599 CONSTRUCTION SAFETY

Units assigned to these c06t centers are typically involved in the following
activities: Acting as advisor to Field Construction for Contractor safety.
Periodically visiting construction projects to observe the Contractor's
operations and traffic conditions affected by the construction. Making
written reports. Acting as District's primary contact with the Headquarters
Office of Highway Construction Safety Engineer and local Division of
Occupational Safety and Health. Administering the District's construction
safety training program.

41
 MODAL TRANSPORTATION '800-829'

800-803 MODAL TRANSP EXECUTIVE MANAGEMENT

Units assigned to these cost centers are typically involved in: The
management and supervision of the various programs for modal
transportation, including transit grant assistance; traffic management plan
activities; rail program activities; and transit facilities development.

804-807 RAIL
Units assigned to these cost centers are typically involved in: Planning Rail
and corridor studies, i.e.,(commuter rail, high speed rail, light rail, heavy rail,
inter-city rail and automated guideway transit).

808-810 AERONAUTICS
Units assigned to these cost centers are typically involved in the following
activities: Inspecting airports and heliports for compliance with safety
standards; performing other aviation functions; developing and updating a
plan that coordinates the State's aviation system; providing State grants and
loans to cities, counties, districts, and airport land use commissions (ALUCs)
for airport development, pavement maintenance, and preparation of
comprehensive land use plans; administering California Airport Noise
Program regulations, reviewing CEQA documents for projects at or near
airports; and providing policy guidance and technical assistance to ALUCs so
that the environmental impact of airports is minimized.

811-813 TRANSPORTATION DEMAND MGMT/RIDESHARE

Units assigned to these cost centers are typically involved in the following
activities: Ridesharing; rideshare marketing; employee commute program;
vanpool acquisition program; transportation management association
program; telecommuting and other commute alternatives that increase the
use of transit, carpools and vanpools.

814-816 FACILITY PLANNING

Units assigned to these cost centers are typically involved in the following
activities: Developing programs; performing conceptual planning; developing
preliminary designs for transit components of multi-modal transportation
projects; park and ride lot program; long-range planning and feasibility
studies; conceptual planning; development of preliminary designs for park
and ride lot projects;.

817-819 FACILITY DEVELOPMENT

Units assigned to these cost centers are typically involved in the following
activities: Planning and coordinating other disciplines in the design,
development, and production of contract construction documents; PS&E for
buildings and other transportation related facilities.

42
 MODAL TRANSPORTATION '800-829' - continued

820 GRANTS COORDINATION

Units assigned to these cost centers are typically involved in the following
activities: Combination of roles and responsibilities as described in following
two resource categories.

821-823 STATE GRANTS

Units assigned to these cost centers are typically involved in the following
activities: Administering legislatively- mandated programs and activities in
connection with State financial grant assistance programs related to
guideway and inter-modal facilities development. Developing recommended
programs. Providing technical expertise on transportation related issues
involving transit management assistance, public transit systems, private-for profit and
private-non-profit transportation operations.

824-826 FEDERAL GRANTS

Units assigned to these cost centers are typically involved in the following
activities: Administering federal financial grant assistance programs related
to elderly; handicapped transportation, and rural transit assistance,
providing general coordination and liaison to all Caltrans branches and non-Caltrans
entities involved with transportation management plans.

827-829 MASS TRANS/MULTI MODAL

Units assigned to these cost centers are typically involved in administration
of multi-modal transportation studies, programs, and projects.

600-799 & 850-899 MAINTENANCE

497, 499, 845-849 (Reserved for future use)

900-999 PSEUDO/C-BARS

43
 APPENDIX

The RBS titles and TRAMS titles must correspond. The title field in TRAMS will not
accommodate some of the titles due to length constraints. An abbreviation for each standard
title was developed. The standard abbreviation is 15-characters in length and is followed by a
hyphen (-). This hyphen allows the districts to follow the abbreviated title with a district
developed naming convention.

By implementing the automatic assignment of the 15 character title abbreviation based on the
requested RBS Number (and use of a "hard-coded" hyphen in position 16), the request only
needs to contain the (optional) 24 character District Notes.

The following pages contain the Form 1035 (appendix 1) used to transmit changes or additions
to a District or Program RBS structure. The instructions for filling out this form are listed on the
back. Also included is a listing of Cost Centers (appendix 2-2b) with their standard cost center
title and 15-character title abbreviation.

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 Appendix 2

Cost Center # Cost Center Title (Standard) 15-char Title Abbreviation

ADMINISTRATION
000 AUTOMOTIVE POOL AUTOMOTIVE POOL
001-004 ADMINISTRATION EXECUTIVE MANAGEMENT ADMIN EXEC MGMT
005-007 RESOURCE MANAGEMENT RESOURCE MGMT
008-012 PERSONNEL PERSONNEL
013 TRAINING TRAINING
014 SAFETY SAFETY
015 LABOR RELATIONS LABOR RELATIONS
016 EXAMS EXAMS
017 MANAGEMENT ANALYSIS MGMT ANALYSIS
018 RISK MANGEMENT RISK MANGEMENT
019-020 CONTRACTS CONTRACTS
021 -022 PROCUREMENT PROCUREMENT
023-025 BUILDING OPERATIONS BLDG OPS
026 MAILROOM MAILROOM
027 LIBRARY LIBRARY
028 AUDIO VISUAL AUDIO VISUAL
029 AUTOMOTIVE MANAGEMENT AUTOMOTIVE MGMT
030-031 REPROGRAPHICS REPRO
032-034 MATERIEL OPERATIONS MATERIEL OPS
035-036 BUSINESS MANAGEMENT BUSINESS MGMT
037-039 PUBLIC INFORMATION PUBLIC INFO
040-041 EQUAL EMPLOYMENT OPPORTUNITY EEO
042-044 BUDGETS BUDGETS
045-046 ADMINISTRATIVE SUPPORT ADMIN SUPPORT
047 AUDITS AUDITS
048-066 ACCOUNTING ACCOUNTING
067-069 LEGAL LEGAL
070-071 LEGISLATIVE AFFAIRS LEG AFFAIRS
072 RECORDS MANAGEMENT RECORDS MGMT
073-087 INFORMATION SERVICES INFO SVCS
088-089 CIVIL RIGHTS CIVIL RIGHTS
090-093 CLERICAL SUPPORT CLERICAL SUPP
094 DIRECTORS OFFICE STAFF DIR OFC STAFF
095-099 BOARDS & COMMISSIONS BOARDS/COMMISSN
495 ASSET MANAGEMENT ASSET MGMT

ENGINEERING MANAGEMENT
100-104 ENGINEERING EXECUTIVE MANAGEMENT ENGR EXEC MGMT
105-139 PROIECT MANAGERS PROJ MGRS
140-143 PROJECT SCHEDULING PROJ SCHED
144 PROJECT COORDINATION PROJ COORD
145 *** UNASSIGNED*** ***UNASSIGNED***
146-151 PROGRAM MANAGEMENT PROG MGMT
152-154 LOCAL ASSISTANCE LOCAL ASST

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 APPENDIX 2a

Cost Center # Cost Center Title ( Standard) 15-char Title Abbreviation

TRANSPORTATION PLANNING
155-160,
838, 841 TRANSP PLANNING EXECUTIVE MANAGEMENT PLNG EXEC MGMT
161-167 TRANSPORTATION PLANNING TRANSP PLNG
168-180,
842-844 ENVIRONMENTAL PLANNING ENV PLNG
168-171,
842-844 ENVIRONMENTAL PLANNING - GENERAL ENV PLNG
171-173 ENVIRONMENTAL PLANNING - ARCHITECT ENV PLNG
174-175 ENVIRONMENTAL PLANNING - ARCHAEOL ENV PLNG
176-177 ENVIRONMENTAL PLANNING - NAT SCI ENV PLNG
178-180 ENVIRONMENTAL PLANNING - SOCIAL ENV PLNG
181-182 LOCAL DEVELOPMENT COORDINATION & REVIEW LOCAL DEV COORD
183-184 TECHNICAL SUPPORT TECH SUPP
185-194 TRANSPORTATION STUDIES TRANSP STUDIES
195-197 FORECASTING MODELING FORECAST MODEL
198-199 SPECIAL FUNDED PROJECTS SPECL FUND PROJ

PROJECT DEVELOPMENT
200-215 PROJECT DEVELOPMENT EXECUTIVE MANAGEMENT PJD EXEC MGMT
216-219 PROJECT PLANNING PROJ PLNG
220-279 DESIGN DESIGN

ENGINEERING SERVICES
280-284 ENGINEERING SVCS EXECUTIVE MANAGEMENT SVCS EXEC MGMT
285-295 PS&E/OFFICE ENGINEER PS&E/OE
296-302 DRAFTING SERVICES DRAFTING SVCS
303-307 MANAGEMENT SERVlCES TECHNlCAL SUPPORT MGMT SVCS/SUPP
308-310,
832-834,
839-840 SURVEYS SURVEYS
311 PHOTOGRAMMETRY PHOTOGRAMMETRY
312-315 HYDRAULICS HYDRAULICS
316 GEOTECHNICAL/STRUCTURES FOUNDATIONS GEOTECHNICAL
317-321 MATERIALS LAB MATLS LAB
322-325 GEOTECHNICAL GEOTECHNICAL
326 INDEPENDENT ASSURANCE TESTING IND ASSUR TSTNG
327 MATERIALS LAB MATLS LAB
328 FIELD SUPPORT FIELD SUPP
329 FIELD EXPLORATION FIELD EXPLOR
330-331 UNIX SUPPORT UNIX SUPPORT
332-337 ENVIRONMENTAL ENGINEERING ENV ENGR
338-339 APPLIED RESEARCH APPLD RESEARCH
340-344 LANDSCAPE ARCHITECTURE LNDSCP ARCH
345-348 CONSULTANT SERVICES (A&E CONTRACTS) CONSULTANT SVCS
349 HAZARDOUS WASTE HAZ WASTE

TRAFFIC MANAGEMENT
350-354 TRAFFIC EXECUTIVE MANAGEMENT TRAF EXEC MGMT
355-364 TOLL BRIDGE OPERATIONS TOLL BR OPS

46
365-379 TRAFFIC OPERATIONS TRAF OPS
380-389 TRAFFIC ENGINEERING TRAF ENGR
390-396 ELECTRICAL SYSTEMS ELEC SYS
397-399 PERMITS PERMITS

47
Cost Center # Cost Center Title 15-char Title Abbreviation

RIGHT OF WAY
400-405 RIGHT OF WAY EXECUTIVE MANAGEMENT R/W EXEC MGMT
406-409, 496 R/W PLANNING & MANAGEMENT R/W PLNG & MGMT
410-419 R/W PROJ DEL R/W TEAMS
420-429 R/W APPRAISALS R/W APPRAISAL
430-439 R/W ACQUISITIONS R/W ACQUISITION
440-449 R/W UTILITY RELOCATION R/W UTIL RELOC
450-469 R/W REAL PROPERTY SERVICES R/W PROP SVCS
450-454 R/W REAL PROPERTY SERVICES - PROP MNTCE R/W PROP SVCS
455-459 R/W REAL PROPERTY SERVICES - AIRSPACE R/W PROP SVCS
460-464 R/W REAL PROPERTY SERVICES - EXCESS LANDS R/W PROP SVCS
465-469 R/W REAL PROPERTY SERVICES - OUTDOOR ADV R/W PROP SVCS
470-470 R/W RELOCATION ASSISTANCE R/W RELOC ASST
480-489 R/W LOCAL PROGRAMS R/W LOCAL PROGS
490-494 R/W CLERICAL R/W CLERICAL
497 ***UNASSIGNED*** ***ASSIGNED***
498 OPERATIONAL RESEARCH OPERAT RESEARCH
499 ***UNASSIGNED*** ***UNASSIGNED***

CONSTRUCTION
500-509,583 CONSTRUCTION EXECUTIVE MANAGEMENT CONST EXEC MGMT
510-515 CONSTRUCTION OFFICE CONST OFC
516-582,584 FIELD CONSTRUCTION FIELD CONST
585-589 CONSTRUCTION LAB CONST LAB
590-594 CONTRACT CLAIMS CONTRACT CLAIMS
595-598 LABOR COMPLIANCE LABOR COMPLNCE
599 CONSTRUCTION SAFETY CONST SAFETY

MODAL TRANSPORTATION
800-803 MODAL TRANSP EXECUTIVE MANAGEMENT MODAL EXEC MGMT
804-807 RAIL RAIL
808-810 AERONAUTICS AERONAUTICS
811 -813 TRANSPORTATION DEMAND MGMT/RIDESHARE TDM/RIDESHARE
814-816 FACILITY PLANNING FACILITY PLNG
817-819 FACILITY DEVELOPMENT FACILITY DEV
820-826 GRANTS COORDINATION GRANT COORD
821 -823 GRANTS COORDINATION - STATE GRANTS GRANTS COORD
824-826 GRANTS COORDINATION - FEDERAL GRANTS GRANTS COORD
827-829 MASS TRANS/M ULTI MODAL MODAL TRANSP

RESERVED
497, 499 ***RESERVED FOR FUTURE USE***
845-849

MAINTENANCE
600-799 *** MAINTENANCE***
850-899

PSEUDO/C-BARS
900-999 *** PSEUDO/C-BARS ***

48
 GLOSSARY

TERM DEFINITION
CAPITOL OUTLAY A somewhat loose term that implies the roadway
projects that are funded by State and Federal moneys,
program - coded in TRAMS as 20.10, 20.20, 20.30
and some 20.40.
Charge District Charge district The charge district is the organizational
entity that manages the work and receives the benefit
of the work.
EA The Expenditure Authorization is a specific, tabled
record maintained in TRAMS that identifies and
authorizes a particular kind of budgeted work or
expenditure. All EAs are coded to reflect needed
budgetary or financing information and other statutory
requirements.
ESC Engineering Service Center is the organization to
provide structure engineering and design.
OBS The Organizational Breakdown Structure is a
hierarchical description of the Department's
organizational chart which identifies the responsible
person for a given resource as defined in the RBS.
PMCS Project Management and Control System - a
computer system to record and report on project
information, schedules, locations, budget allocations,
and dates.
RBS The Resource Breakdown Structure is a hierarchical
breakdown of total resources which defines
assignable resources.
TRAMS Transportation Accounting and Management
System - a computer system for recording and
reporting on expenditures of Caltrans
TRS Time Reporting System at Caltrans. The computer
system that most employees use to record the
hours they have worked on each project.
WBS The Work Breakdown Structure is a product-
oriented hierarchy that organizes and defines the
total scope of Caltrans Capital Outlay Support
work. This structure defines the work activities,
not the staff or other resources who will complete
the work.

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