STATE OF CALIFORNIA Budget Change Proposal - Cover Sheet DF-46 (REV 08/17) Fiscal Year 2019-20 Business Unit 2660 Department Transportation Priority No. Budget Request Name 2660-401-BCP-2019-MR Program 1835010 - CAPITAL OUTLAY SUPPORT Subprogram Budget Request Description Project Delivery Workload Budget Request Summary The California Department of Transportation requests a net increase of $8.8 million and 48 Full Time Equivalents from the Fiscal Year 2019-20 Governor's Proposed Budget for the Capital Outlay Support Program project delivery workload. Requires Legislation • Yes No Code Section(s) to be Added/Amended/Repealed Does this BCP contain information technology (IT) components? • Yes ^ No If yes, departmental Chief Information Officer must sign. Department CIO Date For IT requests, specify the project number, the most recent project approval document (FSR, SPR, S1BA, S2AA, S3SD, S4PRA), and the approval date. Project No. Project Approval Document: Approval Date: If proposal affects another department, does other department concur with proposal? • Yes • No Attach comments of affected department, signed and dated by the department director or designee. Prepared By Date Reviewed By Date MICHAEL D. KEEVER 4/18/2019 CLARK PAULSEN 4/18/2019 Department Director Date Agency Secretary Date LAURIE BERMAN 4/18/2019 BRIAN C. ANNIS 4/18/2019 Department of Finance Use Only Additional Beyiew: • Capital Outlay • ITCU • FSCU • OSAE • CALSTABS • Dept. of Technology Original Signed by; Mark Monroe Date submitted to the Legislature APRlBt019
Transcript
S T A T E OF CALIFORNIA Budget C h a n g e Proposal - Cover Sheet DF-46 (REV 08/17)
Budget Request Summary The California Department of Transportation requests a net increase of $8.8 million and 48 Full Time Equivalents from the Fiscal Year 2019-20 Governor's Proposed Budget for the Capital Outlay Support Program project delivery workload.
Requires Legislation
• Yes No
Code Section(s) to be Added/Amended/Repealed
Does this BCP contain information technology (IT) components? • Yes ^ No
If yes, departmental Chief Information Officer must sign.
Department CIO Date
For IT requests, specify the project number, the most recent project approval document (FSR, SPR, S1BA, S2AA, S3SD, S4PRA), and the approval date.
If proposal affects another department, does other department concur with proposal? • Yes • No Attach comments of affected department, signed and dated by the department director or designee.
Prepared By Date Reviewed By Date MICHAEL D. KEEVER 4/18/2019 CLARK PAULSEN 4/18/2019
Department Director Date Agency Secretary Date LAURIE BERMAN 4/18/2019 BRIAN C. ANNIS 4/18/2019
Department of Finance Use Only
Additional Beyiew: • Capital Outlay • ITCU • FSCU • OSAE • CALSTABS • Dept. of Technology
Original Signed by; Mark Monroe
Date submitted to the Legislature APRlBt019
Analysis of Problem
A. Budget Request Summary
To address the current Capital Outlay Support (COS) Program project delivery workload, the California Department of Transportation (Caltrans) requests a net increase of $8.8 million and 48 Full Time Equivalents (FTEs) for the COS Program from the Fiscal Year (FY) 2019-20 Governor's Proposed Budget (See Attachment 1).
The Tables 1A, I B and 10 below summarize Caltrans' request:
Table 1 A: Proposed Changes to C O S Program Project Delivery Workload Dollars in Thousands
C O S 1835010
Dollars F T E s *
Total Request
$8,798 48
Personal Services Regular
Staff
$13,623 123
Personal Services
Cash Overtime
($8,952) (75)
Architectural &
Engineering Contracts
$0 0
Operating Expenses
$4,127
*Proposed make-up of FTEs will realign to historical personal services ratios for Regular Staff and Cash Overtime
Table I B : FY 2019-20 Governor's Budget vs. FY 2C 119-20 May Revision
Net Request $8,798 $13,623 ($8,952) $0 $4,127 Includes $1.6 million redirected to OIG (BCP 2660-007-BCP-2019-GB)
The resources requested for FY 2019-20 for the COS Program considers budget year needs within the context of a five-year workload projection (See Attachment 2). The COS Program budget is growing to deliver projects to meet Senate Bill (SB 1) requirements.
The following graph shows the historically budgeted COS Program workload levels from FY 2010-11 through FY 2019-20 (Proposed). Caltrans needs the requested resources to deliver projects to construction and oversee the construction of projects currently funded (programmed)
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Analysis of Problem
or expected to be funded by the California Transportation Commission (CTC) or by our local partners.
10-Year Budgeted Workload Graph (2010-11 through 2019-20) Capital Outlay Support PTE Budget History
B. Background/History
The State and its partners have strategically invested in the State Highway System (SHS) for more than a century to develop the core of California's complex, multi-modal transportation system. Hundreds of billions of dollars have been applied to construct, maintain, and operate more than 50,000 lane miles of highway that include over 13,000 bridges and other structures. The SHS is the foundation of the State's economy enabling efficient movement of people, goods, and services.
COS
Capital Outlay is the funding mechanism for construction contracts and right of way acquisition on projects that preserve and improve the SHS. The COS Program provides the funding and resources necessary to develop (design) and oversee the construction of projects. The COS Program also provides oversight and/or independent quality assurance of projects developed by local entities on the SHS.
Building the Budget
Project teams, in accordance with Caltrans' Workplan Standards Guide, develop workplans for planned major projects. A project team consists of a project manager and team members from various functional units such as Environmental Analysis, Design, Traffic Operations, Right of Way and Land Surveys, Engineering Services, Maintenance, and Construction. Individual project resource requirements and schedules are created and maintained in the Project Resource and Schedule Management (PRSM) system. The COS Program uses PRSM work plans to calculate estimated COS workload for the budget year.
It is important to note that Caltrans does not manage projects based upon the workload estimated for each project in each fiscal year. Instead, Caltrans manages projects by component (Environmental, Design, Right of Way, and Construction) based upon the programmed budget. Components commonly span over two or more fiscal years. It is possible to exceed a component's fiscal year allocation, but still complete the component within the
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Analysis of Problem
programmed budget. Conversely, it is also possible to underspend a component's fiscal year allocation, but still spend the entire programmed budget. Caltrans manages its COS Program budget in Personal Services, Operating Expenses, Cash Overtime, and Architectural and Engineering consultant contracts across multiple fund types throughout the 12 districts and the Division of Engineering Services, as well as the Headquarter Divisions.
Budget Quality Checks
After the draft Fiscal Year workload is calculated for each project, the COS Program performs an independent quality assurance review of the workload at the corporate level that includes:
• Headquarters/District Project Management Single Focal Point portfolio review • Confirmation that Preliminary Engineering and Construction Engineering Support
requests are consistent with project milestone dates • Analysis of workload requests for projects in the closeout phase • Verification of project fund source type • Verification of State/Federal fund source ratio for State Highway Operation and
Protection Program (SHOPP) and State Transportation Improvement Projects (STIP) • Comparison of current year allocations and expenditures • Verification that SHOPP and STIP candidate projects will be programmed, and local
candidate projects will have approved cooperative agreements • Analysis of Real Property Services projects, especially regarding the number of actively
managed parcels • Concurrence with the California High Speed Rail Authority regarding high-speed rail-
related workload • Confirmation that every project has a recent capital cost estimate • Confirmation that every project is on track to be delivered in the programmed fiscal year • Verification of implementing agency
C. State Level Considerations
Caltrans Mission. Vision, and Goals
Caltrans mission, vision, and goals conform to the State's broad policy goals for transportation and are as follows:
Mission: Provide a safe, sustainable, integrated and efficient transportation system to enhance California's economy and livability.
Vision: A performance-driven, transparent and accountable organization that values its people, resources and partners, and meets new challenges through leadership, innovation and teamwork.
Goals: Safety and Health; Stewardship and Efficiency; Sustainability, Livability and Economy; System Performance; Organizational Excellence.
2018 SHOPP
The SHOPP is the State's "fix-it-first" funding mechanism for the rehabilitation and reconstruction of all state highways and bridges, including Interstate highways; the supporting infrastructure for those facilities such as culverts, traffic operations systems, safety roadside rest areas, and maintenance stations; and most importantly, to address safety and emergency repair needs. The 2018 SHOPP is a four-year program of projects that addresses these needs for FY 2018-19 through FY 2021-22. The SHOPP projects are prohibited from adding additional roadway or highway lanes, though specified auxiliary lanes are eligible for SHOPP funding.
The 2018 SHOPP was prepared in accordance with Government Code section 14526.5, Streets and Highways Code section 164.6, SB 486 (Chapter 917, Statutes of 2014), SB 1 (Chapter 5, Statutes of 2017), Interim CTC SHOPP Guidelines, the 2017 State Highway System
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Analysis of Problem
Management Plan, the 2018 Transportation Asset Management Plan, and the strategies outlined in the Caltrans Policy for Management of the SHOPP.
The 2018 SHOPP transitioned to performance driven asset management. SB 486 (2014) required significant changes to the SHOPP and the associated responsibilities of Caltrans and the CTC in developing and approving the SHOPP. SB 486 required the development and implementation of a robust asset management plan, the inclusion of capital and support budget information for each project in the SHOPP, and the projected delivery milestones by project component. For the 2018 SHOPP, the CTC approved four asset classes for the first phase of this transition period: pavement, bridge, culverts and transportation management systems. The legislation modified the role of the CTC in approving the SHOPP, increasing the CTC's level of commitment to the SHOPP by upgrading its responsibility to not just approve the SHOPP, but to adopt the SHOPP. Adopting the SHOPP resulted in a higher level of engagement in all aspects of the SHOPP that in the past had been largely handled directly by Caltrans and reported to the CTC in aggregate reporting documents. The CTC is essentially now a co-owner of the SHOPP, though Caltrans retains full responsibility for the development, delivery and construction of the projects included in the SHOPP. The CTC, in consultation and coordination with Caltrans, is reviewing and updating resolutions, guidelines, and processes to fully implement the CTC's increased responsibilities under the provisions of SB 486 and SB 1.
In addition to addressing fix-it-first needs, safety, emergencies, and mandates, the SHOPP often provides opportunities to address other vital State priorities such as the reduction of transportation related greenhouse gas emissions, implementation of complete streets elements such as pedestrian and bicycle facilities, and enhancements to wildlife connectivity and fish passages. These are co-benefits to the primary purpose of the fix-it-first focus of the SHOPP. Such benefits are different from project impact mitigation that is required through the National Environmental Protection Act (NEPA) and the California Environmental Quality Act (CEQA). These additional project attributes go beyond NEPA and CEQA requirements by actively incorporating additional State priorities identified in statute, executive orders, and policies into the scope of SHOPP projects, as appropriate.
Caltrans funds the management, preservation, and safety improvements of the SHS through the SHOPP which receives State and Federal funding generated by taxes and fees placed on vehicles and fuels. With the enactment of SB 1, additional funding has been made available for transportation investments across the state, including maintenance and repair of highways, local roads, bridges, and transit systems, and to also address the state's most congested corridors and to improve the movement of freight. The Fund Estimate provides a multi-year forecast of transportation revenues under current law. The approved 2018 SHOPP identified $6.4 billion in additional programming capacity over the four-year funding cycle due to SB 1. Caltrans programmed $17.96 billion in projects over four years, covering Fiscal Year 2018-19 through Fiscal Year 2021-22 reflected in the capacity as shown in Table 2.
This proposal is consistent with the overall goal of the Administration by continuing to seek efficiencies in state government and optimizing the limited resources available to preserve and improve the State's most valuable asset, the SHS. The following Table 3 represents the workload changes proposed by the COS Program.
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Analysis of Problem
Table 3: C O S Program Workload Changes (Full Time Equivalent s)
Workload Categories (Includes all fund sources)
Governor's Budget
2019-20*
May Revision 2019-20
Change 2019-20
SHOPP (including SB 1) 6,275 6,099 (176) Overhead and Corporate 1,930 1,947 17 Partnership (Includes Measure/Locally Funded) 904 996 92 STIP 712 682 (30) Real Property Services 109 109 0 Toll Bridge Seismic Retrofit Program 59 47 (12) Traffic Congestion Relief Program 54 48 (6) Prequalifying Laboratories and Materials 53 53 0 High Speed Rail 37 39 2 Proposition 1B Bond 32 43 11 Materials Engineering & Testing Services 27 27 0 Geotechnical Borehole Mitigation 25 10 (15) Non-SHOPP SB 1 89 254 165 Total Proposed C O S Workload 10,306 10,354 48
*lncludes 13 positions redirected to OIG (BCP 2660-007-BCP-2019-GB)
The Workload Categories funded for this request are as follows:
SHOPP (including SB1): This workload reflects the support needs for projects currently in pre-construction and construction work identified in the 4-year SHOPP, and pre-construction efforts on "support-only" projects where capital funding needs are generally beyond the 4-year SHOPP period. Non-SHOPP SB 1 workload was previously included in the SHOPP workload category and is now a separate workload category for FY 2019-20.
Overhead and Corporate: This category includes workload for management, supervision, and training for project direct workload performed by State staff in the 12 regional districts and statewide Division of Engineering Services, and corporate workload for the Headquarters Divisions in the COS Program. The additional resources requested corresponds to the increase of project direct resources for implementation of SB1.
In addition, as proposed in FY 2019-20 BCP, Office of Inspector General (BCP 2660-007-BCP-2019-GB), the COS Program will permanently redirect 13 positions to the OIG in order for the Independent Office of Audits and Investigations to maintain independence. SB 1 required the Governor to appoint the Inspector General to lead the Independent Office of Audits and Investigations within Caltrans. To fulfill this requirement, resources were originally provided in the approved FY 2017-18 Finance Letter, Road Repair and Accountability Act - Inspector General and Independent Office of Audits and Investigations (2660-453-BCP-2017-MR). The Inspector General is responsible for reviewing all policies, practices, and procedures, and conducting audits and investigations of activities involving all state transportation funds administered by Caltrans in consultation with all affected units and programs of Caltrans and external entities.
Partnership: This program consists of work performed by Caltrans on projects on the SHS that are funded wholly or in part by local agencies, through local sales tax measures, or other local funds. The workload increase corresponds with the number of projects funded by local agencies.
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Analysis of Problem
STIP: This workload reflects the pre-construction and construction support needs for projects identified in the 5-year STIP, and pre-construction support needs on "support-only" projects where capital funding needs are generally beyond the 5-year STIP period. STIP workload is expected to increase in future years due to SB 1.
Real Property Services: The overall workload consists of multiple activities related to the property acquired for SHS projects and ongoing work related to decertification requests. The specific activities include disposal of excess land, deferred monumentation, perfection of title, deferred relinquishments, and management of property until eventual disposal.
Toll Bridge Seismic Retrofit Program (Phase II / Toll Seismic / Other Toll): Workload for Toll Seismic and Other Toll is based on current delivery schedules of Bay Area Toll Authority approved projects. Work is budgeted as reimbursement to the State Highway Account from the Bay Area Toll Authority. Workload for this program continues to decline as projects are completed.
Traffic Congestion Relief Program (TCRP): The Traffic Congestion Relief Act of 2000 (AB 2928, Chapter 91 , Statutes of 2000) and SB 1662 (Chapter 656, Statutes of 2000) created the TCRP. The TCRP is funded with nearly $5 billion previously deposited into the General Fund. The Traffic Congestion Relief Act of 2000 designated 141 specific projects to receive $4.9 billion from the Traffic Congestion Relief Fund.
Prequalifvinq Laboratories and Materials: The construction industry requested Caltrans perform materials testing and inspection services before the award of construction contracts to reduce the costs, delays, and additional liquidated damage payments to Caltrans. This allows Caltrans to test construction materials plants, assure the certification of laboratories, and train non-State laboratory personnel before projects are awarded. Workload scheduling optimization and accelerated project delivery is achieved when Caltrans performs this work before the construction phase. Caltrans achieves additional efficiencies, as specified in SB 1, along with ensuring projects are not delayed for the materials and laboratory tests. These costs are charged to project indirect.
Hiqh-Speed Rail: Caltrans provides oversight, quality assurance, and project development services on High-Speed Train System improvements for the California High Speed Rail Authority. This work is reimbursed by the Authority.
Should additional high-speed rail-related workload materialize. Budget Act provisional language allows the Department of Finance to augment the amount appropriated to Caltrans by up to $900,000 for additional reimbursements from the California High Speed Rail Authority for the review and approval of environmental and engineering documents where the High-Speed Train System interfaces with the SHS, as well as specific highway realignment projects related to the high-speed train system.
Proposition I B Bond: Workload for this program is specifically related to Proposition 1B which includes $4.5 billion for Corridor Mobility Improvement Account projects, $1.0 billion for State Route 99 corridor projects, $2.0 billion for Trade Corridor Improvement Fund (TCIF) projects, and $1.0 billion for State-Local Partnership Program (SLPP) projects. The increase is due to a $99 million CMIA project that will begin construction May 2019, a $35 million State Route 99 project that will begin construction July 2019, and a $50 million State Route 99 project that will begin construction April 2019.
Materials Enqineerinq & Testinq Services: Materials Engineering & Testing Services, which is within the Division of Engineering Services, provides a wide variety of State and Federal mandated Quality Assurance testing for transportation projects. Some elements of the services provided cannot be allocated to any one project yet are vitally important to ensure materials and products incorporated into projects meet the design specifications. These services include sampling and testing of materials; calibration of equipment for testing; technical consultations on test methods and specifications; managing authorized materials lists; and auditing of fabrication facilities to ensure proper controls are in place.
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Analysis of Problem
Geotechnical Borehole Mitigation: The program focuses on five main tasks; Data Mining (of projects), Field Verification (of borings). Local Enforcement Agency (LEA) Resolution efforts (initial LEA Engagement and LEA Resolution (agreed actions)). Borehole Destruction (based on the LEA agreed actions), and LEA Closeout (providing documentation and reports that Caltrans completed work in agreement with the resolutions). The table below shows the projected progress for the FY 2018-19, and the anticipated work to be completed in FY 2019-20. So far in FY 2018-19, we have made significant progress towards completing the activities needed to close out the Borehole Mitigation Program. Although no data mining activities occurred during FY 2018-19, data quality activities were performed to finalize the borehole inventory, by eliminating duplicate boreholes. Six additional LEAs were identified during the resolution activities. The final estimate of boreholes requiring resolution with the 80 LEAs is approximately 26,700. Some LEAs modified their initial resolution agreements resulting in additional engagement/resolution/mitigation efforts during FY 2018-19. Closure reports that document all boreholes and summarize all efforts within an LEA's jurisdiction are being prepared and submitted to each LEA. Resolutions with LEAs are considered reached with the completion of all mitigation activities and submission of closure reports. We anticipate reaching resolutions with at least 70 of the 80 LEAs by the end of FY 2018-19, which leaves 10 LEAs to reach resolutions during FY 2019-20. Based on engagement meetings, and the anticipated resolution, almost all 400 boreholes that are identified for destruction in FY 2018-19 will be destroyed in FY 2018-19. However, a small number of borings (10) may have to be destroyed in FY 2019-20 due to weather constraints and lack of private property access agreements in FY 2018-19. Caltrans is committed to completing this program as quickly as possible. Due to the accomplishments in FY 2018-19, Caltrans expects to close out this program in FY 2019-20. Workload ratios (Quantity vs. FTEs) for FY 2018-19 and FY 2019-20 are not equal because remaining workload includes close-out activities, more complex/labor intensive tasks, and locality/access constraints. If the program ends as anticipated, it will be eighteen months ahead of the initial five-year plan.
Non-SHOPP SB 1: This workload reflects all SB 1 related workload not included in the SHOPP workload category. This workload includes:
• Trade Corridor Enhancement Program (TCEP) - Projects related to the routes and transportation infrastructure vital to California's trade and freight economy
• Solutions for Congested Corridors Program (SCCP) - Projects from regional agencies and the State that will improve traffic flow and mobility along the State's most congested routes while also seeking to improve air quality and health
• Local Partnership Program (LPP) - Provides local and regional transportation agencies with a continuous appropriation of $200 million annually to fund road maintenance and rehabilitation, sound walls, and other transportation improvement projects
• Active Transportation Program (ATP) - Projects available to cities, counties and regional transportation agencies to build more bike paths, crosswalks, and sidewalks
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Analysis of Problem
Workload Summary
Caltrans' total proposed increase in workload is 48 Full Time Equivalents, as identified on Table 3, requires an equivalent level of resources to perform that workload, based on the currently approved delivery schedules. Caltrans' resource request consists of the following:
• Personal Services: Caltrans is requesting a total of 8,881 positions in State staff and 441 Personnel Year Equivalents (PYEs) of cash overtime in FY 2019-20 for the COS Program.
Architectural and Engineering Contracts: Caltrans is requesting 1,032 PYEs of Architectural and Engineering funding in FY 2019-20. PYEs are calculated using the same methodology used for calculating personnel years; that is 1,758 hours equate to one position or one PYE. The statewide PYE average rate for the budget year is approximately $258,000 and is based on negotiated contracts.
Additional Operating Expenses
Interagency Agreements with Permitting Agencies: Caltrans requests $3.0 million in FY 2019-20 and ongoing for additional Interagency Agreements with Permitting Agencies due to an increase in the number of SB 1 projects. AB 1282 (Chapter 643, Statutes of 2017) required the Secretary of Transportation, in consultation with the Secretary of the Natural Resources Agency, to establish a Transportation Permitting Task Force consisting of representatives from specified entities to develop a process for early engagement for all parties in the development of transportation projects, establish reasonable deadlines for permit approvals, and provide for greater certainty of permit approval requirements. As a result, these additional resources are identified in response to the increased workload.
The requested resources build upon and enhances coordination efforts Caltrans has established with various entities, including the California Coastal Commission, California Department of Fish and Wildlife (CDFW), and the State Water Resources Control Board, in developing processes for early engagement for all parties in the development of transportation projects, establishing reasonable deadlines for permit approvals, and providing greater certainty of permit approval requirements. Implementing methods such as checklists, enhanced coordination, and training, helped increase the permit application acceptance rate from 49% to almost 90%. Caltrans received a permanent increase of $3.3 million in FY 2018-19 to execute new agreements with the Army Corp of Engineers and increase the capacity of existing contracts with CDFW and other State agencies to decrease permit processing timelines to meet project delivery needs. This permanent increase of $3.0 million is a result of additional opportunities identified by the task force for enhancing and expanding upon existing contracting efforts with CDFW ($1.0 million), and State and various regional water boards ($2.0 million) to further streamline permitting processes beginning FY 2019-20. As the task force continues its efforts, it may identify additional opportunities for Caltrans to streamline permitting processes in the future.
E. Outcomes and Accountability
The outcome of this request is to deliver transportation projects to the traveling public in accordance with adopted CTC Programs and agreements with our local partners.
Caltrans continues to implement the requirements of SB 486 (2014) and SB 1 (2017), which provide increased CTC oversight of the SHOPP, as well as increased transparency and accountability for SHOPP projects. Caltrans has published a revised Project Changes Handbook to guide Project Delivery staff in the management of scope, cost, and schedule of SHOPP and STIP projects. Caltrans has also developed an easy to use real-time, online tool for monitoring project support costs. This tool allows project managers to quickly identify any support components that need attention and directs the project manager as to which action to take.
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Analysis of Problem
Caltrans is held accountable for the delivery of transportation projects. The following are reports produced to demonstrate how Caltrans performs:
• The Quarterly Project Delivery Report to the CTC reports on the progress of delivering these commitments. The report included progress of environmental documents, right of way acquisition, delivery of projects ready for construction, and completion of construction contracts.
• The annual report to the Legislature reports on various measures including project delivery and the cost of engineering.
• The Caltrans performance measure publication titled "The Mile Marker" reports to the public various measures. The report includes both delivery and outcome-based measures.
• Quarterly SB 1 progress reports for SHOPP, TCEP, SCCP, LPP, and ATP projects report approved and current milestone dates, budget, expenditures, and outputs.
Caltrans utilizes the PRSM system to provide real time project workplan and expenditure data. This system is directly linked with the employee timekeeping and accounting systems to more accurately control charging of staff time and operating expenses. The PRSM system also provides controls at the project and task level to prevent unauthorized charging. The policies on management of capital project support budgets have been updated to ensure conformance with best project delivery budgeting and accounting practices. In addition, an on-line guide has been published to assist employees with proper time charging and project task coding.
F. Analysis of All Feasible Alternatives
Alternative 1: Approve funding this Finance Letter
Analysis of Alternative 1: This proposal is consistent with the overall goal of the Administration for Caltrans to be a high-performance, efficient, transparent, accountable and modern organization.
Alternative 2: Deny funding this Finance Letter
Analysis of Alternative 2: Caltrans' CQS Program would be budgeted at the amount proposed in the 2019-20 Proposed Governor's Budget. Less funding collected for repairs and maintenance would be utilized in 2019-20. Projects would experience delays that would increase their costs.
Attachment 1: COS Program Workload and Resources Attachment 2: COS Program Workload Projection
I. Recommendation
Alternative 1: Caltrans recommends a net increase of $8.8 million and 48 FTEs, which establishes a new total level of 10,354 FTEs for the COS Program project delivery workload for Fiscal Year 2019-20, Including 8,881 State positions, 441 PYEs of cash overtime, and 1,032 PYEs of Architectural and Engineering contracts.
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Attachment 1 C O S Program Workload and R e s o u r c e s
Summary of 2018-19 and 2019-20 F isca l Years
State Staff PYs Cash Overtime Contracting Out Total 2018- 19 COS Program Authorized Budget 8,770.4 516.4 1,031.8 10,318.6 Mid-Year Jan. 10 Adjustments (13.0) 0.0 0.0 (13.0) 2019- 20 January 10, Governor's Proposed Budget Total 8,757.4 516.4 1,031.8 10,305.6 2019-20 COS Program Proposed Budget Changes 123.2 (75.0) 0.0 48.2 2019-20 C O S Proposed Budget, Program 1835010 8,880.6 441.4 1,031.8 10,353.8
I Indirect and Corporate 1 Non-SHOPP SB1 Partnership
•PYE (Regular + COT + A&E) Regular
• — • S H O P P — — Regular + COT
Accuracy of projections decline over time
BCP Title: Project Delivery Workload
Budget Request Summary
Personal Services Positions - Permanent
Total Positions
Salaries and Wages Earnings - Permanent Overtime/Other
Total Salaries and Wages
Total Staff Benefits Total Personal Services
Operating Expenses and Equipment 5301 - General Expense 5340 - Consulting and Professional Services -
Interdepartmental 5340 - Consulting and Professional Services -
External Total Operating Expenses and Equipment
Total Budget Request Fund Summary
Fund Source - State Operations QQ^2 Highway Account, State
Transportation Fund 0653 - Seismic Retrofit Bond Fund of 1996 0890 - Federal Trust Fund 0995 - Reimbursements 3007 - Traffic Congestion Relief Fund 3290 ^oad Maintenance and Rehabilitation
Account, State Transportation Fund 3291 Trade Corridor Enhancement Account,
State Transportation Fund Corridor Mobility Improvement
6055 - Account, Highway Safety, Traffic Reduction, Air Quality, and Port
