and tracks maintained during the U.S. Civil War. After securing the finances and selecting the engineering team, the next step was to hire the key personnel and prospective supervisors. Nearly all key workers and supervisors were hired because they had previous railroad on-the-job training, knew what needed to be done and how to direct workers to get it done. After the key personnel were hired, the semi-skilled jobs could be filled if there was available labor. The engineering team's main job was to tell the workers where to go, what to do, how to do it, and provide the construction material they would need to get it done. Survey teams were put out to produce detailed contour maps of the options on the different routes. The engineering team looked at the available surveys and chose what was the "best" route. Survey teams under the direction of the engineers closely led the work crews and marked where and by how much hills would have to be cut and depressions filled or bridged. Coordinators made sure that construction and other supplies were provided when and where needed, and additional supplies were ordered as the railroad construction consumed the supplies. Specialized bridging, explosive and tunneling teams were assigned to their specialized jobs. Some jobs like explosive work, tunneling, bridging, heavy cuts or fills were known to take longer than others, so the specialized teams were sent out ahead by wagon trains with the supplies and men to get these jobs done by the time the regular track-laying crews arrived. Finance officers made sure the supplies were paid for and men paid for their work. An army of men had to be coordinated and a seemingly never-ending chain of supplies had to be provided. The Central Pacific road crew set a track-laying record by laying of track in a single day, commemorating the event with a signpost beside the track for passing trains to see. In addition to the track-laying crews, other crews were busy setting up stations with provisions for loading fuel, water and often also mail, passengers and freight. Personnel had to be hired to run these stations. Maintenance depots had to be built to keep all of the equipment repaired and operational. Telegraph operators had to be hired to man each station to keep track of where the trains were so that trains could run in each direction on the available