PORT OF SAN FRANCISCO

Biennial Operating & Capital Budget

FY 2018-2019 &

FY 2019-2020

Table of Contents Port & Board Reports........................................................................................................................................... 4

Port Commission: Operating............................................................................................................................. 4

Port Commission: Capital................................................................................................................................ 33

Budget and Legislative Analyst Report............................................................................................................ 53

Budget Overview ............................................................................................................................................... 61

Revenue by Fiscal Year ...................................................................................................................................... 62

Staffing ............................................................................................................................................................... 66

Position Changes ............................................................................................................................................ 66

Organizational Charts ..................................................................................................................................... 74

Division Expenditures by Fiscal Year ................................................................................................................. 90

Division Budget Details ...................................................................................................................................... 96

Engineering..................................................................................................................................................... 96

Executive ...................................................................................................................................................... 105

Maritime....................................................................................................................................................... 113

Finance & Administration ............................................................................................................................. 122

Real Estate & Development .......................................................................................................................... 140

Planning & Environment ............................................................................................................................... 149

Maintenance ................................................................................................................................................ 154

Programmatic Projects .................................................................................................................................... 165

Budget Details.................................................................................................................................................. 169

Travel............................................................................................................................................................ 169

Memberships................................................................................................................................................ 171

Sponsorships ................................................................................................................................................ 173

Training ........................................................................................................................................................ 175

Equipment .................................................................................................................................................... 177

MEMORANDUM

February 22, 2018

TO: MEMBERS, PORT COMMISSION Hon. Kimberly Brandon, President Hon. Willie Adams, Vice President

Hon. Leslie Katz Hon. Doreen Woo Ho

FROM: Elaine Forbes Executive Director

SUBJECT: Request Approval of the Port’s Fiscal Year (FY) 2018-19 and FY 2019-20 Biennial Operating Budget

DIRECTOR’S RECOMMENDATION: Approve the Resolution

EXECUTIVE SUMMARY

This item provides an overview of the Port’s proposed Fiscal Year (FY) 2018-19 and FY 2019-20 Biennial Operating Budget to allow for Port Commission and public feedback. Please note that the Charter requires departments to submit their budgets to the Mayor and the Controller’s Office on February 21st. Should the Port Commission request adjustments, Port staff will work with the Mayor’s Office to reflect those changes in its budget submission. This report was first issued for the February 13, 2018 Port Commission meeting. Updated information to address commissioner questions is underlined and in italics.

The Port’s proposed FY 2018-19 budget is $192.6 million, a $46.0 million (31.3%) increase from FY 2017-18. This includes $103.2 million for Operating Expenses, $54.1 million for Capital and $35.3 million for Reserves. The proposed FY 2019-20 budget is $161.3 million, a $31.3 million (-16.2%) decrease from the proposed FY 2018-19 budget. This includes $105.2 million for Operating Expenses, $19.3 million for Capital and $36.8 million for Reserves. While this budget is primarily supported by ongoing sources, staff recommend a total of $47.8 million in one-time sources to fund the Capital Budget, including $17.5 million in General Fund support to implement the San Francisco Seawall Program and Mission Bay Ferry Landing projects.

This Print Covers Calendar Item No. 11A

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The proposed Biennial Budget reflects the Port’s commitment to prudent fiscal management and economic stability while laying a foundation for future growth and major infrastructure investments along the Waterfront. This spending plan closely manages growth in operating expenses and continues a marked increase in capital investments through both direct spending and by designating net operating revenues for future investment. The biennial budget also acknowledges recommendations from the City’s Controller’s Office and Mayor’s Office of Public Policy and Finance to control expense growth and grow revenues because citywide personnel costs continue to grow disproportionally to revenue projections. This trend can only be addressed through managing personnel growth and/or expanding revenues significantly.

STRATEGIC OBJECTIVES

The proposed FY 2018-19 and FY 2019-20 biennial operating and capital budgets are integral to implementing the Port’s FY 2017-22 Strategic Plan. Funding over the next two years directly aligns with delivery of the Strategic Plan objectives including:

Sustainability: Consolidation of environmental staff under the Planning and Environment Division will support cross training and collaboration and enable the division to plan for and implement sustainability programs.

Resiliency: Continued funding for the San Francisco Seawall Program will support the Port’s work to address the dual threats of earthquake and flooding risk along The Embarcadero for a safer City.

Renewal: Resources for the Waterfront Land Use Plan update and major development projects will help identify and address major renewal needs.

Engagement: Additional resources for the Public Information Office, including plans to fully update the Port’s website, will foster proactive Port marketing and media relations.

Livability: Continued partnership with WETA to expand our ferry system network at the Ferry Building and Mission Bay will expand public transit and ease traffic congestion.

Economic Vitality: Funding for numerous capital projects supporting Maritime and Real Estate will encourage economic activity along the entire waterfront;

Consolidation of the Development and Real Estate staff will strengthen asset management and strategic development and leasing initiatives; and

Introduction of the Chief Operating Officer position will align the business objectives of the Maritime and Real Estate & Development divisions.

Lastly, the proposed budget is central to meeting crucial Stability objectives of the Strategic Plan:

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Targets capital reinvestment in Port assets to maintain and improve current and projected financial performance – The recommended capital projects will support revenue stabilization and result in a net revenue benefit of $26.3 million over the next 10 years (figure is discounted to adjust for inflation). These additional funds meet the Port’s goal to increase revenue, will help support growing operating costs and may be reinvested in additional State of Good Repair (SOGR) projects identified in the Port’s five-year Capital Improvement Program (CIP) and ten-year Capital Plan.

Meets the Port’s Capital Policy to invest 25% of operating revenue in capital – Bothfiscal years of the budget far exceed the policy goal, by directly investing and designating net operation revenues equal to 55% and 35% of operating revenues in each respective year. Notably, an average of 26% of operating revenues is directly invested in capital over the two fiscal years, exceeding the policy requirement prior to designating revenues for future investments.

Adheres to critical Port fiscal policies for maintaining prudent operating reserves – As in prior years, the budget includes a 15% Operating Reserve for Port Operating Expenses.

While the proposed budget does not meet the Port’s long-range revenue objective of $125 million, Port staff will continue to seek and prioritize capital investments that will preserve and/or grow the Port’s revenue base and will be prudent in managing the operating budget.

CITY BUDGET OUTLOOK

The City and County of San Francisco (“City”) has enjoyed an extended period of economic expansion. Lasting approximately nine years, from 2009 to today, this period of growth is the third longest in U.S. history since 1945. Given that it would be an historic anomaly to avoid a recession in the next five years, the City is projecting lower revenue growth rates through FY 2021-22. As it predicts slower revenue growth, the City’s increasing personnel costs are placing a higher demand on available resources. Considering these trends, the Mayor’s Office of Public Policy and Finance currently projects General Fund shortfalls of $88.2 million for FY 2018-19 and $173.4 million in FY 2019-20, for a cumulative shortfall of $261.6 million in the two-year period.

To address the budget deficit, the Mayor’s Office of Public Policy and Finance directed General Fund departments to submit ongoing budget savings equal to 2.5% of their General Fund Support for each fiscal year for a cumulative 5% savings. Enterprise departments were directed to absorb all known cost increases by increasing revenues or reducing expenditures. Additionally, to control citywide growth in personnel costs the Mayor’s Office has instructed all City departments that they may not add any full-time equivalents (FTEs) to the budget.

As an enterprise department, the Port must be self-sustaining. The proposed budget reflects prudent management of Port resources, seeking to balance a diverse set of priorities including future growth in areas such as Pier 70 and Seawall Lot 337, state of

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good repair investments in our facilities, and the San Francisco Seawall Program, with the need to control personnel expenses. The budget meets that goal by absorbing operating expense growth through revenue increases, while meeting the Port’s operating reserve and capital policies. The budget includes recommendations for new positions, but these FTEs are offset by salary savings (e.g. other budgeted positions will be held vacant) or are contingent upon the availability of project funding and do not count towards the citywide position count. Also, while Port staff recommends requesting $17.5 million from the City’s General Fund to support the San Francisco Seawall Program and the Mission Bay Ferry Landing Project, the request is consistent with the Mayor’s budget instructions, given that the projected deficit assumes an allocation of General Fund monies to support the City’s capital program. The Port’s projects will be reviewed along with other capital requests to determine the best use of General Fund support.

PORT BUDGET OUTLOOK

The Port’s fiscal outlook for the coming two fiscal years is steady but faces challenges from growing personnel costs paired with reduced revenue projections resulting from the Piers 68-70 shipyard closure, softening cruise revenues, and a general market slowdown in sales that is slowing growth in Percentage Rents from real estate tenants.

The proposed budget addresses these challenges by applying a reasonably optimistic outlook for new lease revenues and only allowing discretionary expenditure growth in strategic areas, including interim operational support for the Shipyard, investment in critical information technology systems that will improve the Port’s financial and asset management, and funding to achieve California Environmental Quality Act (CEQA) approval of the updated Waterfront Land Use Plan. The budget addresses staffing needs through position substitutions and project-funded positions that are contingent upon the availability of funds.

This approach alleviates strains on an operating budget stretched under the weight of many demanding priorities. Examples of the major challenges and opportunities before the Port include:

The Port’s 24+ million annual visitor volume requires more security, environmental stewardship, and maintenance resources;

Development of the park network and revitalization of sections of the waterfront require planning, programming, and maintenance;

Activation of Port properties is driving higher permit volumes, requiring additional staffing resources and coordination with other City departments;

Over $100 million in capital investments over the past five years is requiring the Engineering Division to reexamine project management staffing;

New development projects at Pier 70 and Seawall Lot 337 require additional staff, consultant, and interdepartmental support resources; and

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Implementation of the San Francisco Seawall Program requires top notch technical expertise, coordination with other City departments, a strong public outreach campaign, and significant public investments that are well beyond the Port’s means.

Through strategic investments this budget proposal meets these challenges, provides stability in the face of an evolving economic climate and positions the Port to implement critical projects over the next two years and beyond.

BUDGET OVERVIEW

The Port’s proposed FY 2018-19 budget is $192.6 million, including $103.2 million for Operating Expenses, $54.1 million for Capital and $35.3 million for Reserves. The $46.0 million (31.4%) increase from FY 2017-18 budget is driven by growth in all areas, including Operating Expenses ($10.6 million, 11.4%), Capital Investments ($29.2 million, 117.5%) and Reserves ($6.2 million, 21.3%).

The proposed FY 2019-20 budget is $161.3 million, including $105.2 million for Operating Expenses, $19.3 million for Capital, and $36.8 million for Reserves. The $31.3 (-16.2%) decrease from the proposed FY 2018-19 budget is driven by $2.0 million (2.0%) growth in Operating Expenses and $1.5 million (4.3%) growth in Reserves, offset by $34.8 million (-64.3%) decline in Capital Investments.

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Table 1: Summary of Total Port Sources and Uses ($ Millions)

FUNDING SOURCES

The Port’s proposed FY 2018-19 and FY 2019-20 budget is supported by a variety of ongoing funding sources, including Operating Revenues, Fund Balance, South Beach Harbor and Marina fees, Development Recoveries, and an annual payment from the Transbay Cable Company that directly supports capital.

Budget Proposed Proposed2017-18 2018-19 Amount % 2019-20 Amount %

SourcesOperating Revenues 104.5$ 102.3$ (2.2)$ -2.1% 106.5$ 4.2$ 4.1%Estimated Fund Balance 30.8 45.2 14.4 46.8% 25.2 (20.0) -44.3%South Beach Harbor & Marina 4.9 4.7 (0.2) -4.1% 4.9 0.2 4.6%Development Recoveries 1.6 7.0 5.5 351.6% 9.1 2.1 30.0%Transbay Payment 0.6 0.6 - 0.0% 0.6 - 0.0%

Ongoing, Subtotal 142.3$ 159.8$ 17.5$ 12.3% 146.3$ (13.5)$ -8.5%

Operating Revenue - 15.0 15.0 0.0% 15.0 - 0.0%General Fund 3.5 17.5 14.0 400.0% - (17.5) -100.0%General Fund, Revolving Capital Fund - - - 0.0% - - 0.0%Other Departmental Contributions 0.8 0.3 (0.5) -62.5% - (0.3) -100.0%

One-time, Subtotal 4.3$ 32.8$ 28.5$ 661.6% 15.0$ (17.8)$ -54.2%

Total Sources 146.6$ 192.6$ 46.0$ 31.3% 161.3$ (31.3)$ -16.2%

UsesOperating Expenses 81.7$ 85.8$ 4.1$ 5.0% 86.4$ 0.6$ 0.7%Programmatic Projects 4.3 6.2 1.9 44.6% 4.6 (1.6) -25.8%Development Projects 2.6 7.5 4.9 188.5% 9.6 2.1 28.0%South Beach Harbor & Marina 4.0 3.7 (0.3) -7.5% 4.6 0.9 24.3%

Operating Expense, Subtotal 92.6$ 103.2$ 10.6$ 11.4% 105.2$ 2.0$ 2.0%

Port Capital Appropriations 17.8$ 35.3$ 17.5$ 98.4% 19.0 (16.3) -46.1%General Fund, Other City Investments 6.2 17.8 11.5 185.4% - (17.8) -100.0%South Beach Harbor & Marina 0.9 1.1 0.2 24.5% 0.3 (0.8) -72.7%

Capital Budget, Subtotal 24.9$ 54.1$ 29.2$ 117.5% 19.3$ (34.8)$ -64.3%

Designation to Future Capital 16.2$ 21.5$ 5.3$ 32.6% 23.1$ 1.6$ 7.5%15% Operating Reserve 12.9 13.8 0.9 7.0% 13.7 (0.1) -0.7%

Reserves, Subtotal 29.1$ 35.3$ 6.2$ 21.3% 36.8$ 1.5$ 4.3%

Total Uses 146.6$ 192.6$ 46.0$ 31.4% 161.3$ (31.3)$ -16.2%

Capital Policy - 25% Oper. Revenues 26.1$ 25.6$ (0.6)$ -2.1% 26.6$ 1.1$ 4.1%Total Investment & Designation 34.0$ 56.8$ 22.8$ 67.1% 42.1 (14.7) -25.8%

Port Capital Appropriations 17.8 35.3 17.5$ 98.4% 19.0 (16.3) -46.1%Designation Required 8.4 - (8.4)$ -100.0% 7.6 7.6 0.0%Designation - Additional 7.9 21.5 13.6$ 173.6% 15.5 (6.0) -28.1%Actual Percent Achieved 33% 55% 23% 71% 40% (0.2) -29%

Change from FY 2017-18

Change from FY 2018-19

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The budget is also supported by one-time sources dedicated to the Capital Budget, either through direct investment or by designated funds to future capital investments. In addition to $17.5 million in General Fund support recommended for the Seawall Project and Mission Bay Ferry Landing, the budget reflects $15 million in one-time revenues in each year ($30 million total) from expected property sales. The one-time sources would support the Capital Budget through direct investments and by designating any unused balances to future capital investments.

The FY 2018-19 and FY 2019-20 revenue budget reflects changes in Maritime and Real Estate sources as the Port addresses the closure of the Piers 68-70 shipyard, softening cruise revenues, and a general market slowdown in sales that is slowing growth in Percentage Rents. These challenges urge the Port to continue to identify new revenue sources by investing in facilities to facilitate interim leasing opportunities and to continue to pursue opportunities such as increased cargo at Pier 80 through Pier 96.

Total sources identified in the FY 2018-19 budget are $192.6 million, a $46.0 million (31.3%) increase over the FY 2017-18 budget. The year over year change in the budget is due to a $17.5 million (12.3%) increase in Ongoing Sources and a $28.5 million (661.6%) increase in One-time Sources.

Total sources identified in the FY 2019-20 budget are $161.3 million, a $31.3 million (-16.2%) decrease from the proposed FY 2018-19 budget. This change is driven by a $13.5 million (-8.5%) decrease in Ongoing Sources and a $17.8 million (-54.2%) decrease in One-time Sources.

Operating Revenues

The Port’s Operating Revenues include rents, fees and fines related to Maritime, Real Estate and Development and other smaller revenue-generating operations of the department. As detailed in Table 2, Operating Revenues in FY 2018-19 are $102.3 million, which represents a $2.1 million (-2.1%) decrease from the FY 2017-18 approved budget. Operating Revenues in FY 2019-20 are $106.5 million, a $4.2 million (4.1%) increase over the proposed budget for FY 2018-19.

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Table 2: Summary of Port Operating Revenues ($ Millions)

As shown in Figures 1 and 2, below, over the two-year period, the major driver of revenue growth is commercial/industrial rents, whereas the major drivers of revenue loss are the loss of parking lot revenues, the closure of the shipyard, and restructuring of cargo revenues from Pasha Automotive.

Budget Projected Proposed Proposed2017-18 2017-18 Amount Percent Amount Percent 2018-19 Amount Percent 2019-20

MARITIMECargo 8.5$ 6.6$ (1.7)$ -20.1% 0.2$ 3.4% 6.8$ 0.2$ 3.1% 7.0$ Ship Repair 1.7 - (1.7) -100.0% - 0.0% - - 0.0% - Harbor Services 2.0 2.0 (0.1) -5.7% (0.1) -5.7% 1.9 0.0 0.8% 1.9 Cruise 8.4 7.3 (0.6) -7.1% 0.5 7.2% 7.8 0.2 2.6% 8.0 Fishing 2.3 2.3 0.1 3.1% 0.1 5.1% 2.4 0.0 1.3% 2.4 Other Marine 1.7 1.8 0.2 10.0% 0.1 5.3% 1.9 0.1 5.3% 2.0 Total Maritime 24.6$ 19.9$ (3.9)$ -15.7% 0.8$ 4.3% 20.8$ 0.6$ 2.7% 21.3$

REAL ESTATECommercial/Industrial 54.1$ 53.9$ 1.4$ 2.7% 1.6$ 3.0% 55.5$ 6.2$ 11.2% 61.8$ Parking 23.7 23.2 0.2 0.7% 0.7 3.0% 23.9 (2.6) -11.0% 21.2 Total Real Estate 77.7$ 77.1$ 1.6$ 2.1% 2.3$ 3.0% 79.4$ 3.6$ 4.6% 83.0$

ALL OTHERAsset Management 0.3$ 0.3$ 0.1$ 24.2% 0.1$ 50.1% 0.4$ 0.0$ 9.4% 0.4$ Facilities Maintenance 0.0 - - 0.0% 0.0 0.0% 0.0 - 0.0% 0.0 Engineering 0.8 0.9 0.0 2.0% (0.0) -4.4% 0.8 - 0.0% 0.8 Finance & Admin. 0.9 1.1 (0.0) -2.2% (0.2) -18.4% 0.9 - 0.0% 0.9 Planning - 0.0 - 0.0% (0.0) -100.0% - - 0.0% - Executive 0.0 0.1 - 0.0% (0.0) -55.9% 0.0 - 0.0% 0.0 Total All Other 2.1$ 2.3$ 0.1$ 3.4% (0.1)$ -6.3% 2.2$ 0.0$ 1.7% 2.2$

SUBTOTAL 104.5$ 99.3$ (2.2)$ -2.1% 3.0$ 3.0% 102.3$ 4.2$ 4.1% 106.5$

South Beach Harbor 4.9$ 4.7$ (0.1)$ -2.8% 0.1$ 1.3% 4.8$ 0.1$ 3.0% 4.9$

GRAND TOTAL 109.4$ 104.0$ (2.5)$ -2.3% 2.8$ 2.7% 106.9$ 4.4$ 4.1% 111.2$

Change fromFY 2017-18 Budget FY 2017-18 Projected FY 2018-19 Budget

Change from Change from

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“MARAD vessels”) at fixed annual rent of $0.5 million through 2019 and assume a new agreement with similar terms after that. This category estimates a revenue increase of $0.2 million (10%) for FY 2018-19, and an additional $0.1 million (3%) for FY 2019-2020.

Fishing – Fishing revenue derives from fishing vessels and fish processing operations and includes dockage, wharfage, and rent. Dockage is estimated based on actual occupancy rates, projections for fishing tours in the next year, and annual inflation. Wharfage is estimated based on a percentage of passengers on sport fishing boats. Lastly, Rent is derived from fishing equipment storage lockers. Revenues from these business areas are projected to increase by $0.1 million in FY 2018-19 and $0.1 million in FY 2019-20, accounting for 6% of projected revenue growth over the two-year period.

Revenue Losses/Adjustments:

Parking – Port parking revenue is generated from street parking meters, monthly parking stalls, rent from Port parking lots managed by parking operators, and parking ticket fines.

In FY 2018-19, parking revenue is expected to increase by $0.2 million (0.7%) for a total of $23.9 million and then decrease sharply by $2.6 million (11%) to $21.2 million. This represents 39% of the Port’s total revenue losses over FYs 2018-19 and 2019-20. The major drivers of this loss are declines in parking rent, which is falling due to the closure of lots for development, and in parking citation revenues, which are declining due to greater enforcement, higher fines that incentivize proper payments at meters, and improved technological amenities (i.e. pay-by-phone and meters that accept credit cards). The reduction in citation revenues is consistent with trends observed by the SFMTA citywide.

Ship Repair — Ship repair revenue is generated from ship repair operations at Piers 68-70. The Port is currently seeking a new ship repair operator; however, the budget assumes no revenue for FY 2018-19 or FY 2019-20. This represents a loss of approximately $1.7 million in annual revenue, accounting for $3.4 million and 27% of revenue losses over the two-year period.

Cargo – Cargo revenue derives from cargo shipping operations and related rents, including dockage fees charged to vessels berthed along Port property, wharfage fees from the loading and unloading of cargo from vessels, crane rental fees for the use of Port cranes for loading and unloading operations, rent from leasing of Port property to tenants with cargo operations, and demurrage charged to store autos or other cargo activities at Port facilities.

Overall, Cargo is performing well under the Port’s relatively new operator partnership with Pasha Automotive. However, when staff developed the FY 2016-17 and FY 2017-18 biennial budget, the draft agreement with Pasha stipulated that the Port would receive gross revenue and then distribute Pasha’s share. Subsequently, the executed

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agreement stipulated the opposite, resulting in much lower gross revenues to the Port. While this change also resulted in significantly lower expenditures in the form of operator payments, the impact to revenues accounts for most of the “loss” seen in the budget. Additionally, auto volume through the facility has been lower than originally projected. Taking these factors into account, the budget reduces Cargo revenues by $1.7 million (20.1%) from FY 2017-18 to FY 2018-19, with increases of $0.2 million (3%) between FY 2018-19 and 2019-20 as auto volumes grow.

While the year over year budget shows a loss, overall cargo volume and revenue at Pier 80 has increased substantially. Whereas this facility used to lose revenue on an annual basis, Port staff expects it will begin to net a positive revenue stream in the current fiscal year and for continued growth in the upcoming fiscal years.

Cruise – Cruise revenue is generated from passenger cruise vessel operations, including dockage and wharfage fees that are charged to cruise ships for berthing at Port facilities as well as the loading and unloading of passengers. Additionally, the Port recovers fees from cruise lines to offset utility charges for use of the shoreside power system at the James R. Herman Cruise Terminal.

The budget projects that cruise revenues will decrease by $0.6 million (7.1%), for a total budget of $7.8 million in FY 2018-19, which is driven by a reduction in the assumption of parking revenue. This budget reflects actual bookings of 77 cruise calls and 275,000 passengers, and the actual performance of the parking revenue at the cruise terminal. Revenues are budgeted to bounce back after this temporary decline, adding $0.2 million (2.6%) in FY 2019-20 due to increases in passenger volume and special events. Overall, this adjustment accounts for 6% of revenue losses. As demonstrated in Table3, special events at the cruise terminal are performing well, expecting to gain $0.4 million in FY 2018-19 and remain constant in FY 2019-20. Wharfage and dockage revenues also assume 77 calls and approximately 275,000 passengers in FY 2018-19, with growth in passenger volume in FY 2019-20 as larger ships call on San Francisco.

Table 3: Summary of Cruise Traffic and Revenues

FY 2017 18 FY 2018 19 FY 2019 20Cruise Calls 77 77 77Passenger Volume 274,763 275,000 283,250

Wharfage and Dockage 5,270,000$ 4,997,800$ 5,147,900$Shoreside Power 1,000,000$ 1,000,000$ 1,000,000$Special Events 1,228,000$ 1,387,100$ 1,428,700$Rent 197,000$ 202,600$ 208,700$Parking Revenue 564,000$ 245,100$ 252,500$Total Cruise 8,259,000$ 7,832,600$ 8,037,800$

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Fund Balance

The Port uses its Fund Balance to fund the Capital Budget and maintain the 15% Operating Reserve. Fund Balance accumulates as a result of year-end surplus and designating projected net operating revenue to future capital projects.1

While Operating Revenues contribute to steady year-over-year growth in funding sources, Fund Balance creates significant swings in funding due to variances in one-time sources. Fund Balance is unusually high, at $45.2 million, in FY 2018-19 due to high capital designations included in the FY 2016-17 and FY 2017-18 operating budgets ($13.4 and $16.2 million respectively) and the accumulation of net revenues in FY 2016-17 that were not appropriated to the capital budget. While still high, the second year of the budget reflects a significant decline in Fund Balance, to $25.2 million, due to the spend down of prior year balances.

South Beach Harbor and Marina

South Beach Harbor generates revenue as a full-service marina consisting of 700 slips with concrete docks, a 640-foot recreational and commercial Guest Dock, and the Pier 40 Maritime Center.

The proposed budget includes $4.7 million in FY 2018-19, a $0.2 million (-4.1%) decrease from FY 2017-18, and $4.9 million in FY 2019-20, a $0.2 million (4.6%) increase from the proposed FY 2018-19 budget. These changes reflect annual inflation of berthing rates to fully support the harbor’s operating expenses, including staffing, non-personnel expenses and debt service on the facility’s Cal Boating loans.

The Port is striving to build in sound fiscal policies and practices to South Beach Harbor’s budget. The proposed budget allocates net operating revenues to capital improvements, including $1.1 million in direct capital investments in FY 2018-19 and $0.3 million in FY 2019-20. Any unallocated net operating revenues are designated to future capital in FY 2019-20. The Port will continue to maximize net revenues from the South Beach Harbor budget to support infrastructure repairs and enhancements necessary to sustain a safe and enjoyable facility.

Development Recoveries

In recent years the Port has made a tremendous effort to complete negotiations on Development and Disposition Agreements (DDAs) with developers including Forest City and the Giants for projects at Pier 70 and Seawall Lot 337. During this effort, the Port funded project transaction costs including professional services, legal costs from the 1 Rather than fund capital projects directly from Operating Revenues, this practice ensures that funds are fully realized before they are committed to capital projects. At the end of the fiscal year, designated revenues are converted to Fund Balance for appropriation in the following year’s Capital budget. This methodology adheres to a citywide practice.

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City Attorney and outside counsel, Office of Economic and Workforce Development (OEWD) staff time and Planning Department permitting fees through its operating budget. Exclusive Negotiating Agreements (ENAs) between the Port and developers for projects including the Forest City and Orton Development projects at Pier 70, Mission Rock at Sea Wall Lot 337 and Seawall Lot 351, allowed the Port to recover its transaction costs from developers.

Completion of the DDAs signals the start of development for both the Forest City Pier 70 and the Giants Seawall Lot 337 projects. As development begins, the Port must provide a variety of services, support and oversight to facilitate planning, permitting and, ultimately, construction of the projects. This effort will require the Port to increase its staff, professional services and work order budgets. As with the ENAs, these Port expenses will be eligible for reimbursement by the developers, keeping the impact on the Port’s operating budget neutral. This arrangement facilitates the Port’s goals for growth and infrastructure investment along the Waterfront while allowing the Port to maintain prudent levels of operating staff and expenditures.

The proposed FY 2018-19 budget includes assumed recoveries of $7.0 million from developers, a $5.5 million (351.6%) increase from the FY 2017-18 budget. The FY 2019-20 budget includes assumed recoveries of $9.1 million, a $2.1 million (30%) increase to reflect the expenditure of a project balance in the subsequent fiscal year. These levels of spending and associated recoveries directly reflect the expansion of resources, including Port staff, consultants, interdepartmental coordination agreements, and interdepartmental work order agreements, necessary to support the major development projects. The Port will only recover sufficient funds from the developers as is needed to cover actual expenses.

One-Time Sources

The proposed budget includes $32.8 million in FY 2018-19 and $15.0 million in FY 2019-20 in one-time sources. These amounts represent a $28.5 million (661.6%) increase from FY 2017-18 and $17.8 million (-54.2%) reduction in the next fiscal year. Rather than rely on uncertain funding to support the Port’s operating budget, these one-time sources support the proposed FY 2018-19 and FY 2019-20 Capital Budget through direct investments in each fiscal year or by designating un-programmed balances to future capital investments.

Operating Revenues – Land Sales

The proposed sources for this budget include one-time Commercial/Industrial rents from planned sale of the Ferry Building ($15.0 million in FY 2018-19) and an affordable housing credit from the Mayor’s Office of Housing from the sale of Seawall Lot 322-1 ($15.0 million expected in FY 2019-20).

16

General Fund Support

The other significant one-time source of funds is a $17.5 million General Fund request recommended by Port staff to support the San Francisco Seawall Project ($6.5 million) and the Mission Bay Ferry Landing Project ($11.0 million). The Port will submit a request for these funds to the Capital Planning Committee (CPC), which will evaluate these projects alongside other City department requests. Once the CPC determines how to invest the General Fund capital allocation for FY 2018-19, approved funding levels will be included in the Mayor’s Budget and will undergo consideration by the Board of Supervisors.

OPERATING EXPENSES

The proposed $103.2 million FY 2018-19 Operating Budget reflects a $10.6 million (11.4%) increase over the FY 2017-18 budget. The proposed $105.2 million FY 2019-20 budget reflects a $2.0 million (2.0%) increase from the proposed budget for FY 2018-19. This budget includes general Operating Expenses, which support the core day to day operations of the Port, Programmatic Projects, Development Projects, and South Beach Harbor and Marina operations.

Table 4: Summary of Port Operating Expenditures & Projects ($ Millions)

Operating Expenses – General

As shown in Figure 3, Salaries and Fringe Benefits related to Port personnel and Work Orders are the largest components of the Operating Expenses, comprising 48% and 25.3% of total expenditures in FY 2018-19, and 49.6% and 25.4% in FY 2019-20, respectively. Over the two-year period, personnel costs are the primary driver for growth, followed by growth in work orders.

Budget Budget Budget2017-18 Amount Percent 2018-19 Amount Percent 2019-20

Salaries & Benefits 39.2$ 2.1$ 5.4% 41.3$ 1.6$ 3.9% 42.9$ City-wide Overhead 0.2$ -$ 0.0% 0.2$ -$ 0.0% 0.2$ Other Current Expenses 13.1$ 0.2$ 1.7% 13.3$ (1.3)$ -9.8% 12.0$ Materials & Supplies 1.6$ 0.0$ 1.2% 1.6$ -$ 0.0% 1.6$ Equipment 0.6$ 0.1$ 10.8% 0.7$ (0.1)$ -14.3% 0.6$ Debt Service 7.2$ 0.0$ 0.0% 7.2$ 0.0$ 0.2% 7.2$ Interdept.Work Orders 19.8$ 1.7$ 8.8% 21.5$ 0.4$ 1.7% 21.9$ Operating Expense, Subtotal 81.7$ 4.2$ 5.1% 85.8$ 0.6$ 0.7% 86.4$ Programmatic Projects 4.3$ 1.9$ 44.6% 6.2$ (1.6)$ -26.5% 4.6$ Development Projects 2.6$ 4.9$ 188.5% 7.5$ 2.1$ 28.0% 9.6$ South Beach Harbor 4.0$ (0.3)$ -8.4% 3.7$ 0.9$ 24.6% 4.6$ Operating, Total 92.6$ 10.6$ 11.4% 103.2$ 2.0$ 2.0% 105.2$

Change from Change from2017-18 Budget FY 2018-19 Budget

17

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changes result in $0.5 million additional in new personnel expenses each fiscal year, as detailed in Attachment II – Proposed Position Changes, FY 2018-19 and FY 2019-20.

The proposed changes seek to maximize Port staff resources without significantly increasing total staffing. Also, reassignments of staff reflect restructuring that has occurred under the leadership of a new Executive Director. Major aspects of these changes include:

Dissolution of the Operations Division – The concept of a separate Operations Division did not work well organizationally and, as a result, the budget redistributes staff to their original locations as follows: Business Services moves back to the Finance and Administration Division; Real Estate-Finance, Lease Administration, and Special Events move back to the Real Estate and Development Division; and the Homeland Security program now sits in the Maritime and Finance and Administration divisions.

Realignment of Functional Areas – Additional reorganization includes the shift of development staff from the Planning and Development Division to the Real Estate and Development Division, and the shift of environmental staff from various divisions to a newly centralized Planning and Environment division. This shift better reflects the close ties between the Port’s development projects and its real estate work while recognizing the clear link between the Port’s environmental efforts and stewardship and land use planning. Notably, the latter shift reflects a reversal of prior efforts to embed environmental staff in the Engineering, Real Estate, Planning, Maritime, and Maintenance divisions.

As a result of these changes, 6.0 FTEs will be transferred from Planning and Development to Real Estate and Development, 3.0 FTEs environmental staff will be transferred to Planning and Environment Division, and 17.0 FTEs will be transferred from Operations to the various divisions.

Other Operating Expenses

Other Current Expenses – The budget for Other Current Expenses increases by $0.2 million (5.2%) in FY 2018-19 and then declines by $1.3 million (-9.8%) in FY 2019-20. The fluctuation is largely due to the professional services needs in Planning and Development, Communications, and Engineering, some of which are one-time investments in FY 2018-19.

Equipment – Funding for Equipment increases by $0.1 million (10.6%) in FY 2018-19. Specific requests for FY 2018-19 include replacement vehicles in the Finance and Administration Division (two vans) and the Maintenance Division (two trucks), in accordance with the Port’s Fleet Management Plan filed with the City. Additionally, the Maintenance Division requests one new drivable sidewalk pressure washer, a replacement sewer line jetter and a replacement boat trailer and three replacement pressure washers; and the Information Systems Division requests a Xerox multifunction print center, a NetApp storage unit, and Palo Alto firewalls.

19

Funding for Equipment decreases by $0.1 million (-14.3%) for FY 2019-20. Proposed equipment includes replacement vehicles in the Finance and Administration Division (two sedans) and Maintenance Division (four trucks), in accordance with the Port’s Fleet Management Plan filed with the City. Additionally, the Information Systems Division requests two more NetApp store units and Cisco server and networking equipment; and the Maintenance Division requests replacements for a bandsaw and a precision surface grinder, and a new conduit/pipe threading machine, new high-pressure air refilling compressor, and new pipe line camera.

Debt Service – Debt Service remains relatively flat in FYs 2018-19 and 2019-20, staying around $7.2 million, as part of the payment schedule for the Port’s debt portfolio, including the 2014 Port Revenue Bonds and the 2013 Certificates of Participation.

Work Order Payments – Funding for Work Order Payments increase by $1.7 million (8.8%) in FY 2018-19, and an additional $0.4 million (1.7%) in FY 2019-20, as detailed in Table 5 below.

Table 5: Summary of Interdepartmental Work Orders ($ Millions)

The notable changes include:

Public Utilities – The PUC provides power to the James R. Herman Cruise Terminal’s shoreside power system. As more ships become equipped to access our system, demands for power will increase. This $0.6 million (28.1%) adjustment in FY 2018-19 accounts for projected increases in utilization, which will be fully offset through Cruise revenues.

Risk Management – The work order to the Risk Management Office, under the Department of Administrative Services, is projected to increase by $0.5 million for FY 2018-19 and of $0.3 million for FY 2019-20 (16.4% and 7.7%, respectively) to reflect the growing cost of the Port’s existing insurance portfolio. Notably, the

Budget Proposed ProposedFY 2017-18 Amount Percent FY 2018-19 Amount Percent FY 2019-20

Risk Management (AAO) 3.1$ 0.5$ 16.1% 3.6$ 0.3$ 7.9% 3.9$ City Attorney 3.4 - 0.0% 3.4 - 0.0% 3.4 SFMTA Parking & Traffic 1.1 - 0.0% 1.1 (0.0) -0.5% 1.1 PUC – Light, Heat & Power 2.0 0.6 30.0% 2.6 0.0 1.5% 2.6 SFPD Police Security 0.6 0.1 16.7% 0.7 - 0.0% 0.7 SFPW – Street Cleaning 0.3 - 0.0% 0.3 (0.0) -8.3% 0.3 SFFD Fire Boat 3.7 0.1 2.7% 3.8 0.1 2.6% 4.0 SFFD Fire Inspection - 0.2 0.0% 0.2 (0.0) -10.0% 0.2 Department of Real Estate 0.1 0.1 100.0% 0.2 0.0 18.4% 0.2 OEWD – Special Events - 0.1 0.0% 0.1 (0.0) -5.0% 0.1 Workers' Compensation 0.9 - 0.0% 0.9 0.0 1.3% 0.9 Environment – Urban Trees - 0.0 0.0% 0.0 - 0.0% 0.0 All Other 4.6 - 0.0% 4.6 (0.1) -2.2% 4.5 Total 19.8$ 1.7$ 8.8% 21.5$ 0.4$ 1.7% 21.9$

Change from Change fromFY 2017-18 FY 2018-19

20

Executive Director has asked staff to work with the Risk Management Office in FY 2018-19 to reevaluate the Port’s insurance needs in an effort to rein in this ever-growing expense.

Fire Boat & Inspection – The cost of operating the Fire Boat and fire inspection staffing is growing by $0.2 million and $0.1 million in each respective fiscal year due to citywide personnel expense trends.

Fire Inspection (Special Events) – Port staff requested a new work order to SFFD Fire Inspection for special events permitting, accounting for a $0.2 million increase per year for FYs 2018-19 and 2019-20. With an additional inspector on hand to focus on special event, the preexisting Fire Inspection team may focus on fire-safety permitting issues.

Programmatic Projects

Formally known as “Annual Projects”, Programmatic Projects reflect operating activities that cannot be defined by a specific spending category (e.g. professional services, or materials and supplies). By placing funds in a project, staff has the flexibility to spend funds in whatever manner necessary to successfully deliver their programs. While most of these projects are budgeted for specific fiscal years, some projects span multiple years and do not close out until the program is completed.

The proposed FY 2018-19 budget for Programmatic Projects is $6.2 million, a $1.9 million (44.6%) increase from the FY 2017-18 budget, with a reduction of $1.6 million (-26.5%) in FY 2019-20. The spike in funding for the first budget year is primarily due to two strategic investments including funding to deliver the Port’s Maintenance Management System Replacement Project – a critical next-phase of the Port’s transition to a new financial system. A new Maintenance Management system, and the concurrent retirement of the Port’s Oracle-based financial software, will support stability in the Accounting and Finance Divisions. Additionally, the budget includes a one-time $1.0 million investment to support shipyard operations at Piers 68-70 while the Port seeks a new operator.

South Beach Harbor

Operating expenses for South Beach Harbor are $3.7 million in FY 2018-19, a $0.3 million (-7.5%) decrease, and $4.6 million in FY 2019-20, a $0.9 million (24.3%) increase. Net operating revenues of $1.1 million and $0.3 million are allocated to capital projects in FY 2018-19 and FY 2019-20 respectively, as detailed below.

Waterfront Development Project

Based upon projected spending, the budget includes $7.5 million in FY 2018-19 to implement the Port’s obligations under the Development and Disposition Agreements (DDAs) and Exclusive Negotiating Agreements (ENAs) related to the Forest City development at Pier 70, Mission Rock at Sea Wall Lot 337, Teatro Zinzanni at Seawall

21

Lot 324, and other upcoming projects. This funding level is a $4.9 million (188.5%) increase from the FY 2017-18 budget due to an expanding workload required to deliver these major projects.

The budget for FY 2019-20 is $9.6 million, a $2.1 million (28%) increase over the proposed FY 2018-19 budget, to replenish the project after spending down an existing project balance.

CAPITAL EXPENDITURES

With several years of sustained strong revenues and the Port’s policy to set aside 20-25% of operating revenues for capital, this Capital Budget continues a trend of substantial capital investment by the Port. The proposal sustains the Port’s commitment to spending the majority of the Capital Budget on projects that keep Port facilities in a state of good repair and safe for tenants and visitors and also includes funding to improve capital project delivery and deepen the Port’s revenue base through facility improvements.

As described in full detail within Item 11B, “Informational Presentation on the Fiscal Year 2018-19 and FY 2019-20 Biennial Capital Budget” report, the proposed Capital Budget is $54.1 million in FY 2018-19 and $19.3 million in FY 2019-20. These funding levels represent a $29.2 million (117.5%) increase from FY 2017-18 and a $34.8 million (-64.3%) decrease from FY 2018-19. This fluctuation in programming is in part due to large one-time source assumptions for the Mission Bay Ferry Landing and Seawall Program ($17.5 million) and a considerable volume of projects that are currently underway and are in immediate need of additional funds for completion ($19.0 million).

RESERVES

The proposed budget includes three key areas for reserves, including a Designation to Future Capital and the 15% Operating Reserve. These investments total $35.3 million, a $6.2 million (21.3%) increase from FY 2017-18. Funding then increases by an additional $1.5 million (4.3%) for a total of $36.8 million in FY 2019-20. Notably, the Designation to Future Capital may be reduced in the spring of 2019, in the event that collective bargaining by the City and its labor unions result in higher personnel expense costs.

NEXT STEPS

Comments, input and feedback from the Port Commission and the public are welcomed and appreciated. In accordance with the City Charter, staff submitted the budget to the Mayor and Controller’s Office on February 21, 2018. If the Commission requests any changes to the budget, Port staff will work with the Mayor’s Office to reflect those changes in the budget submission. Subsequently, the Port’s budget will be included in the Mayor’s Proposed Budget to the Board of Supervisors in May 2018. The Board of Supervisors will then review and finalize the FY 2018-19 and FY 2019-20 budgets by

22

August 1, 2018. Staff will update the Port Commission on any major changes made to the biennial budget during Mayoral and Board of Supervisors review.

Pursuant to City Policy, the Port is preparing its two-year budget for FY 2018-19 and FY 2019-20. Although the second year of the budget will be fixed upon adoption this summer, Port staff may bring a supplemental appropriation to the Port Commission, Mayor and Board of Supervisors in 2019 if there are new sources and a need arises to increase operating or capital spending in FY 2019-20. Otherwise, staff will work within the approved funding resources and will dedicate their time to updating the Port’s Five Year Financial Plan and 10 Year Capital Plan.

CONCLUSION

The Port’s proposed FY 2018-19 and 2019-20 Biennial Operating Budget is $192.6 million and $161.3 million respectively, reflecting a $46.0 million (31.4%) overall increase from FY 2017-18 and a $31.3 million (-16.2%) reduction from the proposed FY 2018-19 budget. The primary fluctuations in the budget are due to additional capital spending in the first year of the budget allocating available fund balance to capital infrastructure. Additionally, the budget includes large one-time sources, including a $17.5 million total General Fund request and two $15.0 million one-time land sales in each fiscal year.

Prepared by: Meghan Wallace, Finance & Procurement Manager, Finance and Administration

and

Margaret Doyle, Budget Analyst, Finance and Administration

For: Katharine Petrucione, Deputy Director Finance and Administration

Attachments:

I. Fiscal Year 2018-19 and Fiscal Year 2019-20 Budget Overview II. Operating Revenues III. Operating Expenses by Division IV. Proposed Position Changes V. Proposed Expenditure Detail

23

Budget Proposed Proposed2017-18 2018-19 Amount % 2019-20 Amount %

SourcesOperating Revenues 104.5$ 102.3$ (2.2)$ -2.1% 106.5$ 4.2$ 4.1%Estimated Fund Balance 30.8 45.2 14.4 46.8% 25.2 (20.0) -44.3%South Beach Harbor & Marina 4.9 4.7 (0.2) -4.1% 4.9 0.2 4.6%Development Recoveries 1.6 7.0 5.5 351.6% 9.1 2.1 30.0%Transbay Payment 0.6 0.6 - 0.0% 0.6 - 0.0%

Ongoing, Subtotal 142.3$ 159.8$ 17.5$ 12.3% 146.3$ (13.5)$ -8.5%

Operating Revenue - 15.0 15.0 0.0% 15.0 - 0.0%General Fund 3.5 17.5 14.0 400.0% - (17.5) -100.0%General Fund, Revolving Capital Fund - - - 0.0% - - 0.0%Other Departmental Contributions 0.8 0.3 (0.5) -62.5% - (0.3) -100.0%

One-time, Subtotal 4.3$ 32.8$ 28.5$ 661.6% 15.0$ (17.8)$ -54.2%

Total Sources 146.6$ 192.6$ 46.0$ 31.3% 161.3$ (31.3)$ -16.2%

UsesOperating Expenses 81.7$ 85.8$ 4.1$ 5.0% 86.4$ 0.6$ 0.7%Programmatic Projects 4.3 6.2 1.9 44.6% 4.6 (1.6) -25.8%Development Projects 2.6 7.5 4.9 188.5% 9.6 2.1 28.0%South Beach Harbor & Marina 4.0 3.7 (0.3) -7.5% 4.6 0.9 24.3%

Operating Expense, Subtotal 92.6$ 103.2$ 10.6$ 11.4% 105.2$ 2.0$ 2.0%

Port Capital Appropriations 17.8$ 35.3$ 17.5$ 98.4% 19.0 (16.3) -46.1%General Fund, Other City Investments 6.2 17.8 11.5 185.4% - (17.8) -100.0%South Beach Harbor & Marina 0.9 1.1 0.2 24.5% 0.3 (0.8) -72.7%

Capital Budget, Subtotal 24.9$ 54.1$ 29.2$ 117.5% 19.3$ (34.8)$ -64.3%

Designation to Future Capital 16.2$ 21.5$ 5.3$ 32.6% 23.1$ 1.6$ 7.5%15% Operating Reserve 12.9 13.8 0.9 7.0% 13.7 (0.1) -0.7%

Reserves, Subtotal 29.1$ 35.3$ 6.2$ 21.3% 36.8$ 1.5$ 4.3%

Total Uses 146.6$ 192.6$ 46.0$ 31.4% 161.3$ (31.3)$ -16.2%

Capital Policy - 25% Oper. Revenues 26.1$ 25.6$ (0.6)$ -2.1% 26.6$ 1.1$ 4.1%Total Investment & Designation 34.0$ 56.8$ 22.8$ 67.1% 42.1 (14.7) -25.8%

Port Capital Appropriations 17.8 35.3 17.5$ 98.4% 19.0 (16.3) -46.1%Designation Required 8.4 - (8.4)$ -100.0% 7.6 7.6 0.0%Designation - Additional 7.9 21.5 13.6$ 173.6% 15.5 (6.0) -28.1%Actual Percent Achieved 33% 55% 23% 71% 40% (0.2) -29%

ATTACHMENT I

Change from FY 2017-18 Budget

Change from FY 2018-19 Budget

PORT OF SAN FRANCISCOREVENUE AND EXPENSE SUMMARY

FISCAL YEAR 2018-19 & 2019-20 PROPOSED BUDGET

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26

Atta

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27

Atta

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Posi

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164,

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34St

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$

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208,

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214,

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49,7

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16Ch

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155,

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$

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160,

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1822

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162,

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164,

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190,

710

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30,2

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74$

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0019

36Sr

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522)

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1938

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14En

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2of

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3of

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29

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34En

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32

MEMORANDUM

February 22, 2018

TO: MEMBERS, PORT COMMISSION Hon. Kimberly Brandon, President

Hon. Willie Adams, Vice President Hon. Leslie Katz

Hon. Doreen Woo Ho

FROM: Elaine ForbesExecutive Director

SUBJECT: Request for Approval of the Port’s Fiscal Year (FY) 2018-19 and FY 2019-20 Biennial Capital Budget

DIRECTOR’S RECOMMENDATION: Approve Attached Resolution

EXECUTIVE SUMMARY

On February 13, 2018, Port staff presented an informational report to the Port Commission on the proposed Fiscal Year (FY) 2018-19 and FY 2019-20 Biennial Capital Budget. During the meeting, the Port Commissioners asked numerous important questions, the answers to which are provided in a new Attachment 1 – Capital Improvement Program Through Fiscal Year 2022-23. No additional changes have been made to the report or the budget since the Port Commission’s review.

The proposed two-year Capital Budget totals $73.4 million, a 13% increase over the prior biennial budget. While available funds continue to leave the Port shy of the total needed to fully address its $1.5 billion state of good repair need identified in the ten-year Capital Plan for FY 2017-18 to FY 2026-27, the proposed capital investments in the budget are significant relative to historical spending.

RECOMMENDATION

Based on the Port’s capital needs and the availability of funding, Port staff submits the proposed FY 2018-19 and FY 2019-20 Biennial Capital Budget and recommends the Port Commission approve the proposed budget for submission to Mayor Mark Farrelland the Board of Supervisors. Port staff will return to the Port Commission later this summer to report on the adopted budget and detail for Port Commission approval of significant changes made by staff, the Mayor or the Board of Supervisors.

THIS PRINT COVERS CALENDAR ITEM NO. 11B

33

STRATEGIC OBJECTIVES

The proposed FY 2018-19 and FY 2019-20 Capital Budget is integral to meeting the Port’s, Stability, Renewal, Economic Vitality, and Resiliency objectives of the Port’s 2017-2022 Strategic Plan. Examples of how the budget forwards these objectives include:

Stability: The majority of the recommended investments will either maintain or increase the revenue potential of Port facilities. In accordance with this objective, the proposed investments focus on projects that are not likely to be fundable with non-Port revenue sources, such as seawall repairs at Wharf J9 and maintenance of Port pier repair equipment. Renewal: This Capital Budget makes investments that support the Port’s maritime and economic purpose, including renewal of the Pier 70 Shipyard to pave the way for a new operator and demolition of Pier 90 grain silos, which will open up new real estate that can be used to advance the Pier 80 to Pier 96 Maritime Eco-Industrial Strategy. Economic Vitality: The maintenance dredging proposed for funding is a key capital investment for maintaining the Port’s deep-water berths and sustaining commercial operations, including Cruise and Cargo. In addition, staff project that several Capital Budget investments will increase the revenue from Port facilities, such as the installation of an exhaust system at Pier 19, which will enable parking in the shed. Resiliency: Many capital investments improve resiliency of Port assets to earthquake or natural hazards, including the Seawall Earthquake Safety Program, and repairs to Pier 19 North Apron and Wharf J9.

BACKGROUND

Since 2006, the Port has produced a ten-year capital plan that lays out the investment needed to bring all Port capital assets into a state of good repair and maintain them in good repair. The Port’s Capital Plan for FY 2017-18 to FY 2026-27 identifies $1.5 billion in necessary state of good repair (SOGR) investments, which is a combination of a backlog stemming from decades of deferred maintenance and annual renewal needs. The Capital Plan identifies $592 million in funding sources for SOGR, leaving a $900 million funding gap over the next ten years. Simply to keep up with upcoming renewal needs, the Port would need to invest $108 million in state of good repair over the next two years; even that level of investment would not enable any funding to address the existing backlog of repairs.

The Capital Budget is the Port’s tool to improve the health of its Capital assets. Through careful stewardship, Port staff has gradually increased the amount of biennial funding available for capital, however the great demand for SOGR funds requires highly strategic investment decisions.

34

To facilitate strategic analysis and bridge the gap between the distant ten-year time span of the Capital Plan and the immediacy of the two-year Capital Budget, the Port has developed its first five-year Capital Improvement Plan (CIP). The CIP allows staff to consider the time span necessary to conceive, design and deliver capital projects and will guide the Port’s capital work through the current budget cycle and beyond. The CIP lays out staff’s vision for addressing as many of the needs identified in the Capital Plan as possible, given limited resources.

During preparation of the CIP, Port staff evaluated and prioritized five years’ worth of projects. Projects considered for investment included state of good repair work consistent with the Capital Plan, safety and enhancement projects, and investment opportunities. All of these projects competed for the same limited revenue, forcing challenging trade-off decisions. To address this challenge, the Port used a deliberate, criteria-based approach to weigh competing projects to ensure that the budget funds those projects that have the greatest impact on the state of good repair of the Port’s facilities, address health and safety needs, and best support the organization’s leasing efforts.

Staff will present the complete CIP to the Commission in April. However, in order to comply with the timing of the City’s budget process, the first two years of the CIP are presented here as the proposed FY 2018-19 and FY 2019-20 Capital Budget. Going forward, the Port will continue this cycle of updating the ten-year Capital Plan every other year and using that high-level vision to inform biennial updates to the five-year CIP and two-year budget.

PROJECT SELECTION PROCESS

Over the past several months the Capital Project Technical Review Committee (“Committee”)—comprised of key Port staff from all Port divisions—reviewed and scored more than $300 million in capital project funding requests submitted by Port staff. The Committee used a slightly updated version of the scoring criteria applied during the development of the prior Biennial Capital Budget. The Committee reviewed approximately 360% more projects than during the prior cycle. This was due in part to the fact that staff submitted projects for five years of programming, rather than for two years of programming as in past budget cycles.

The Committee used the following criteria to determine which projects to recommend to the Port Commission for funding:

(i) Addresses a safety, health, code, or regulatory issue or threat to the environment;

(ii) Significantly reduces potential liability to the Port;(iii) Promotes commerce, navigation or fisheries; (iv) Attracts people to the waterfront; (v) Promotes natural and cultural resources;

35

(vi) Location was identified as a priority based on the nexus of Port’s 10-year Capital Plan and the Strategic Plan;

(vii) Improves state of good repair of an existing Port asset;

(viii) Preserves existing Port revenues; and(ix) Generates additional revenues for the Port.

The italicized criteria were added to this year’s process to strengthen the nexus between the state of good repair needs identified in the ten-year Capital Plan and the work proposed for funding.

In addition to the scoring process, staff reviewed all projects to determine if they fell into one or more of the prioritization categories listed below. Staff determined that a project belonging to one of these groups was worthy of prioritization:

1) Honor Prior Commitments—The project was funded in a previous Capital Budget and additional funds are needed to complete the project due to expanded scope, a new cost estimate, or bids that came in over the approvedbudget.

2) Address Priority Health and Safety Needs—The project is legally mandated or failure to complete the scope puts the Port in imminent jeopardy of being legally mandated to do the work.

3) Meet Imminent Leasing Needs—The project is required to ready a Port facility for a tenant, per an existing or pending lease agreement.

4) Improve Delivery Rate—The investment will improve capital project delivery capacity.

5) Strategic Investment—The investment will generate sufficient revenue in the future to justify postponing other capital improvements.

6) Leverage Port Funds—The project will be funded by non-Port funding sources.

Finance staff utilized the priorities above and the Committee’s scores to develop a draftBiennial Capital Budget. Finance staff submitted the proposed capital projects and recommended funding levels to the Port’s Executive Director for adjustment and final approval before submission to the Port Commission for its review and comment.

CAPITAL BUDGET EXPENDITURES

The proposed two-year Capital Budget of $73.4 million is an $8.7 million (13%) increase from the FY 2016-17 and FY 2017-18 budget. The proposed budget invests $40.7 million in state of good repair work, representing 55% of the proposed budget.

36

Summary of Investments

The proposed project list sustains the Port’s commitment to spending the majority of the Capital Budget on projects that keep Port facilities in a state of good repair and safe for tenants and visitors. The budget also includes funding to improve Port staff’s ability to deliver capital projects and deepen its revenue base, as detailed in Table 1.

State of Good Repair (advancing Stability and Renewal)

Maintenance dredging program to cover routine dredging to maintain depths for vessels in support of maritime commerce, as well as the needed complementary testing of dredge sediments for contaminants. Dredging locations targeted for this budget period include Pier 27, Pier 94/96, and Fisherman’s Wharf;

Pier structure repairs that renew pier substructures and superstructures, including bulkhead buildings and sheds. Funds are anticipated to support:

o Two pile repair crews—one to repair the substructure of piers with wooden piles (9 FTE) and one to repair those with concrete piles (14 FTE), such as Pier 35;

o Additional funding for substructure repair and replacement of the Pier 19 North Apron and Wharf J9 Seawall due to higher costs associated with using more durable, advanced materials and methods for these repairs;

o Additional funding for substructure repairs on Piers 31 and 29, readying space for planned and potential new tenants;

o Substructure improvements to the Pier 50 Shed B Apron to provide emergency egress for the existing Distillery 209 lease; and

o Pier 80 cargo terminal improvements to be completed by Pasha Automotive. Per the lease agreement with Pasha, the Port is obligated to reimburse the tenant up to $2.0 million for the cost of specified

Fund Balance $44.0M

60%

One-Time Sources $10.3M

14%

South Beach Harbor Fund

$1.4M 2%

General Fund $17.8 24%

State of Good Repair

$40.7M 55%

Project Delivery $3.6M

5%

Strategic Investment

$1.2M 2%

Enhance & Safety

$27.9M 38%

Sources in Proposed Biennial Capital Budget

Uses in Proposed Biennial Capital Budget

37

improvements to the terminal. Of these funds, $0.65 million must be paid to the tenant in cash, with the balance provided via rent credits;

Utility projects to keep utilities such as sewer and power systems in good repair. Funds in this category are anticipated to go toward re-routing the sewer at Pier 7½ for code compliance;

Pier 19½ roofing repairs, as the roof is past its useful life and leaks;

Additional funding for planned capital repairs and facility improvements at the Pier 70 Shipyard to ready the space for a new operator. Work is likely to include electrical upgrades and dredging;

Additional funding for improvements along Amador Street to meet the increased cost of constructing a new forced sewer main and refurbishing the pump station, as well as added scope to complete sewer repairs under the roadway and repave the street;

Additional funding for repair of the floating docks and pier structure at Hyde Street Harbor—including mechanical and electrical systems—due to scope increases and escalating construction costs;

Additional funding for the dry-docking and overhaul of the Port’s pile drivers and pile barges and China Basin floats due to escalating costs; and

Additional funding for replacement of the Pier 40 North Guest Dock at South Beach Harbor needed due to an increased cost estimate for work.

Enhancements and Safety Improvements (advancing Economic Vitality, Resiliency,and Stability)

Utility projects to enhance the safety and operations of systems such as sewer and power systems. Funds in this category are anticipated to support:

o Improving electrical safety at locations Port wide;o Continued support of a Fire Protection Engineer to assist the Port’s Fire

Marshall and the Port in the assessment, fire alarm system review, and contracting of repairs and enhancement to the Port’s life safety, and water-based fire protection systems; and

o Fire safety projects such as removing the non-working deluge system at Pier 26 and installing a fire standpipe system and installing a new fire standpipe system at Pier 31;

Planning and design to demolish all existing landside structures and 80,000 square feet of dilapidated timber wharf at the Pier 90 grain silo facility, which has become a life safety hazard and ongoing maintenance and security expense;

Lease preparation projects that facilitate new interim lease opportunities throughfacility upgrades and enhancements. In anticipation of pursuing a new tenant, or as part of lease negotiations with an existing or potential tenant, the Port must occasionally make improvements to a facility. Improvements may include, but

38

are not limited to, electrical and plumbing upgrades, roof repairs, HVAC, structural improvements, ADA upgrades, paving, and fencing. Locations currently identified for improvements include:

o Beltline building improvements, including state of good repair work and safety and ADA access improvements;

o Roundhouse 2, where HVAC system improvements are needed fortenant health and safety and other work, like roof and window repairs, is required to revitalize the building and improve its market value;

o Pier 29.5, where utilities need to be brought above deck to reduce the chance of waste leaking into the Bay, and enable separating the utility service of Pier 31, the location of the new Alcatraz embarkation site; and

o Piers 19, 19 ½ and 23, where anticipated work includes installation of: a fire protection standpipe system, a backflow preventer, and a new exhaust system to enable the use of the shed for parking;

Continued planning and preliminary design of the Seawall Earthquake Safety Program and construction of the Mission Bay Ferry Landing (detailed in the subsequent General Fund Requests section);

Investment of Southern Waterfront Open Space funds in Crane Cove Park, as planned for in the project’s approved budget; and

Investment in a public kayak launch at the Pier 40 North Guest Dock, a new public amenity at South Beach Harbor.

Project Delivery (advancing Renewal)

Increasing the Port’s capacity to deliver capital projects by funding a new Project Management Office (5 FTE, detailed in the Project Management Staffing section below); and

Project reserve to address project budget increases that arise for reasons suchas: unforeseen site conditions that exceed project contingencies or San Francisco’s bidding environment, in which the Port and other agencies now often receive bids 25-50% over the engineer’s estimate.

Strategic Investment (advancing Stability)

An upfront investment in the Pier 70 Forest City Project (detailed in the subsequent Pier 70 Investment section).

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Proposed Proposed Proposed Two YearFUNDING SOURCES FY 2018-19 FY 2019-20 Funding Total

Port Capital Funding $ 26,000,000 $ 11,536,000 $ 37,536,000 Port Transbay Payment $ 550,000 $ 550,000 $ 1,100,000 Puglia Standby Letter of Credit $ 769,000 $ 769,000 De-Appropriations $ 4,619,748 $ 4,619,748 One-Time Revenue $ 3,337,198 $ 6,922,094 $ 10,259,292 South Beach Harbor Operating Revenues $ 1,082,000 $ 310,000 $ 1,392,000 Total Port Funding Sources $ 36,357,946 $ 19,318,094 $ 55,676,040

City General Fund -Pending Approval 1 $ 17,750,000 $ 17,750,000 Total Non-Port Funding Sources $ 17,750,000 $ 17,750,000

Total Requested Sources $ 54,107,946 $ 19,318,094 $ 73,426,040

PROPOSED CAPITAL BUDGETFisherman's Wharf:

Hyde Street Harbor Repair and Improvements $ 1,335,000 $ 1,335,000 Wharf J9 Seawall and Deck Repair Project2 $ 2,200,000 $ 2,200,000

Northeast Waterfront:Pie 31 New Fire Standpipe System3 $ 676,522 $ 676,522

Roundhouse 2 HVAC System Improvements4 $ 105,000 $ 105,000

Roundhouse Envelope, Security & Common Area Enhancement Project4 $ 420,000 $ 420,000

Pier 29 and 31 Substructure Repair2 $ 2,852,174 $ 2,852,174

Pier 29.5 Pump Station & Force Main Upgrade4 $ 800,000 $ 800,000

Beltline Building Repairs4 $ 680,000 $ 680,000 Pier 19.5 Roofing Project $ 668,000 $ 668,000 Pier 19 North Apron Repair2 $ 2,000,000 $ 2,000,000

Pier 19 & 23 Leasing Improvements4 $ 2,650,000 $ 2,650,000

Pier 7.5 Sewer Re-routing to Street3 $ 262,500 $ 262,500

Ferry Plaza & South Beach Area:Pier 26 Deluge System Modification & New Fire Standpipe System3 $ 952,116 $ 952,116 Mission Bay Ferry Landing - City Contribution — 11,000,000 (requested) $ 11,000,000 $ 11,000,000

Southern Waterfront:China Basin Floats & Dry Dock Repair $ 670,000 $ 670,000 Pier 50 Shed B Apron Partial Repair2 $ 341,250 $ 341,250 Pier 70 Shipyard

Port — 2,000,000; Puglia Standby Letter of Credit— 769,000Pier 70 Shipyard Total Funding $ 1,769,000 $ 1,000,000 $ 2,769,000

Pier 70 Capital Investment $ 1,200,000 $ 1,200,000 Pier 80 Repair Project2 $ 650,000 $ 650,000 Pier 90 Silo Demolition Project $ 100,000 $ 1,050,000 $ 1,150,000 Amador Street Sewer & Pavement Repair $ 3,800,000 $ 3,800,000 Southern Waterfront Open Space Enhancements $ 550,000 $ 550,000 1,100,000

Portwide Projects:Maintenance Dredging & Sediment Sampling $ 2,480,000 $ 8,180,400 $ 10,660,400 Seawall Earthquake Safety Program - City Contribution — 6,750,000 (requested) $ 6,750,000 $ 6,750,000 Fire Protection Engineer3 $ 232,992 $ 242,311 $ 475,303

Wood Pile Repair Crew2 $ 1,418,985 $ 1,475,744 $ 2,894,729

Concrete Pile Repair Crew2 $ 2,206,563 $ 2,294,825 $ 4,501,388 Dry Docking of Pile Drivers and Barges $ 3,700,000 $ 3,700,000 Port wide Electrical Safety Upgrade3 $ 1,155,000 $ 1,155,000 Project Delivery Team $ 1,206,290 $ 1,254,542 $ 2,460,832 Contingency Fund $ 1,154,826 $ 1,154,826

Subtotal Proposed Investments $ 53,025,946 $ 19,008,094 $ 72,034,040

South Beach Harbor Capital ProjectsPier 40 North Guest Dock Replacement $ 1,082,000 $ 1,082,000 Pier 40 North Guest Dock Kayak Launch $ 310,000 $ 310,000 South Beach Harbor, Subtotal $ 1,082,000 $ 310,000 $ 1,392,000

Total Proposed Capital Budget $ 54,107,946 $ 19,318,094 $ 73,426,040 1 Includes $250,000 from the Planning Department.2 Funding for this capital project will be provided in the Pier Structures Repair Project.3 Funding for this capital project will be provided in the Utilities Project.4 Funding for this capital project will be provided in the Leasing Capital Improvements.

Table 1: Proposed FY 2018-19 and 2019-20 Capital Budget

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Project Management Staffing

With several years of sustained strong revenues and the Port’s policy to set aside 20-25% of operating revenues for capital, this Capital Budget continues a trend of substantial capital investment by the Port. As this new, higher level of funding has become normalized, Port staff has recognized the need to evaluate the organization’s capital delivery methods and pursue improvements to project completion rates. To that end, the Port contracted with its on-call engineering consultants, Parsons/Lotus Water, to develop a set of recommendations to enhance the Port’s capital staffing, systems, reporting and analysis. After conducting its assessment, Parsons/Lotus Water, who have helped several other City departments improve their project delivery methods, recommended that the Port add project management staff to increase the Port’s delivery rate and grow its capacity and efficiency in implementing the Capital Budget.

To achieve that recommendation, the proposed budget includes additional staffing resources in the form of a new Project Management Office (PMO). The proposed PMO consists of a senior project manager, three junior project managers, and an administrative analyst. The new team will provide overall capital program management and each project manager will have a portfolio of projects that they are responsible for driving from inception to close out. With the support of the analyst, this new team will also provide the capacity and skills to enhance the Port’s project delivery procedures and practices of collecting, analyzing, learning from, and reporting on project data.Staff believes that the PMO will allow the Port to increase significantly the number and dollar amount of projects that it completes annually.

Pier 70 Investment

Under the Disposition and Development Agreement between FC Pier 70 LLC (“Forest City”) and the Port for the 28-Acre Site, the Port Commission has the right to invest capital in lieu of or in conjunction with developer capital invested by Forest City. In exchange for our capital investments, the Port will earn a 10% annual return. When invested at the same time, Port and developer capital is repaid concurrently by project sources (e.g. Land Proceeds, IFD tax increment, and CFD special taxes), whereas later investments are repaid in the order that they are made. It behooves the Port to participate early to secure prioritization for repayment.

After evaluating several possible investment levels in the 28-Acre Site, Port staff recommends a $6.5 million capital election for Phase 1. As detailed in Table 2, below, Port staff recommends funding this investment through a variety of sources, including $1.2 million in the proposed capital budget and $5.3 million from existing project funds. The Waterfront Development Project has a $2.0 million project balance remaining from prior fiscal years to support the entitlements phase of the 28-Acre Site and the Mission Rock development projects. Additionally, in FY 2016-17, the Port budgeted $3.9 million to complete improvements to the 20th Street public realm (e.g. sidewalks); a balance of $3.3 million remains in that project. Port staff recommends repurposing these funds to support construction of the 28-Acre Site, now that the project has completed its entitlements.

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Table 2: Pier 70 Investment – Sources and Returns (Nominal - Compared to Base)

This investment is projected to generate a positive return by the seventh year of the project (2025) and, will generate an additional $9.9 million return compared to the Project “Base Case”, which assumes no Port contribution. These funds are comprised of approximately $8.5 million in land proceeds that will come directly to the Port’s Harbor Fund for reinvestment and $1.3 million in Infrastructure Finance District (IFD) and Community Facilities District (CFD) proceeds that may be used to support historic infrastructure and shoreline improvements.

While a larger capital contribution would generate even greater return to the Port, this level of investment is balanced with other renewal and life-safety needs that are funded through the proposed capital budget. A greater investment would have forced us to forego time sensitive, mission-critical work or miss other opportunities for enhancements that improve SOGR and increase Port revenue.

General Fund Requests

As noted above, staff recommends requesting $17.75 million from the City’s General Fund, including $6.75 million to support the Port’s Seawall Program and $11.0 million to support the Mission Bay Ferry Landing Project.

Funding for the Seawall Program includes $0.25 million anticipated from the Planning Department, per prior City agreement. The remaining $6.5 million of the requested funds would supplement $4.0 million in previously budgeted General Fund support and cover the project’s costs in FY 2018-19 prior to Bond funds becoming available. The Port and City plan to pursue a General Obligation Bond for the Seawall in November 2018, which will reimburse these costs, should voters approve it.

For the Mission Bay Ferry Landing Project, the requested $11 million would provide aone-for-one match to a pending grant request. In January, the Port submitted a grant application for State funds from the Local Partnership Program Competitive Program. Developer Impact Fees collected from Port development projects will eventually be

Port Investment 6,500,000$Current Available Funding 5,300,000$

Waterfront Development Project 2,030,000$20th Street Improvements 3,270,000$

New Funding, FY 2018-19 1,200,000$

Port Returns 16,413,522$Capital Distribution (est. 2025) 6,500,000$Return on Invesment (10 years) 8,514,731$IFD & CFD Proceeds (10 years) 1,398,790$

Net Return to the Port 9,913,522$

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available to reimburse $6 million of this request from the City. The City has agreed to commit those fees to the project, but they will be collected over the next five years; City support is needed to meet the project’s cash flow needs. To complete the funding plan for construction of the Ferry Landing, the Port is also looking toward the proposed bridge toll increase (known as Regional Measure 3), which is set to go before voters in June 2018, for the final $8 million for construction.

RETURNS ON INVESTMENT

The Port’s investment in state of good repair is critical for preserving existing Port revenue. Several proposed capital expenditures go a step farther by generating new income that will fully offset the Port’s investments within ten years, as detailed below.Together, these investments will generate a total $26.3 million Net Present Value over the next ten years to support growing operating needs as well as future capital investments.

NEXT STEPS

We welcome comments, input, and feedback from the Port Commission and the public. To accommodate City deadlines, staff will submit the draft Capital Budget to the City’s Capital Planning Committee for review on February 26, 2018 and return to the Port Commission for approval of the budget on February 27, 2018. Approval of the Port’s Capital Budget by the Capital Planning Committee will be contingent upon final approval by the Port Commission. The Capital Planning Committee will then forward the Capital Budget to the Mayor’s Office of Public Policy and Finance for inclusion in the Mayor’s Proposed Budget to the Board of Supervisors in May 2018. The Board of Supervisors will review and finalize the FY 2018-19 and FY 2019-20 budgets by August 1, 2018. Staff will update the Port Commission on any major changes that aremade to the Capital Budget subsequent to Port Commission approval.

ProjectTotal Capital Investment

10-Year Net Present Value

20-Year Net Present Value

Internal Rate of Return

Years to Break Even

Beltline Building $0.9M $0.1M $1.1M 16% 7Roundhouse $5.1M $2.0M $7.4M 19% 6Pier 19 and 23 Leasing Improvements (supporting new tenants and parking operations) $4.4M $17.9M $21.9M 42% 4Pier 29.5 Pump Station and formerly-funded work for NPS, Alcatraz Embarkation $8.5M $0.6M $8.4M 14% 9Pier 70 Investment Compared to Base $6.5M $5.7M $5.7M 17% 6

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Additionally, Port staff will return to the Port Commission in April 2018 to present an informational item on the five-year Capital Improvement Program. The first two years of that five-year plan will be the FY 2018-19 and FY 2019-20 Capital Budget.

Prepared by: Ananda Hirsch, Capital Manager, Finance and Administration Division

and

Meghan Wallace, Finance and Procurement Manager, Finance and Administration Division

For: Katharine Petrucione, Deputy Director Finance and Administration Division

Attachment 1: Capital Improvement Program through Fiscal Year 2022-23

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ATTACHMENT 1CAPITAL IMPROVEMENT PROGRAM THROUGH FISCAL YEAR 2022-23

CAPITAL PROGRAM OVERVIEW

The table below is a summary of the Port’s capital program through FY 2022-23.

Five-Year Capital Program Snapshot

Prior Appropriations

Proposed for Funding Unfunded

Capital work completed by the Port in FY 17 $19 million*Currently funded projects $105 million** $40 millionNew projects in years one & twoof CIP (Capital Budget) $33 million

New & continuing projects in yrs. three and five of CIP (beyond this Capital Budget) $65 million

Unfunded projects proposed for five-year CIP $93 million

* Per Port's FY 2016-17 financial statement**Unexpended balance on current projects as of January 2018, per PeopleSoft. The Port, in coordination with the Controller’s office, continues to cleanup data after the conversion from FAMIS; figure is subject to change.

HIGHLIGHTS: CAPITAL PROJECTS COMPLETED SINCE CAPITAL PLAN UPDATE

The following are highlights of capital improvements completed by the Port since the last update to the Port’s Ten-Year Capital Plan, presented to the Port Commission in December 2016. When staff presents the next update to the Capital Plan in late 2018 all work completed since the last Plan, including the highlights below will reduce the Port’s capital need. The figures represent project expenditures as of January 31, 2018, excluding expenditures on Port pier repair crew. For projects delivered by Port crews,costs will be reconciled to projects at year end.

Pier 31 and 29.5 Roof Repair and Apron Infill Projects $7,200,000

Port Engineering designed and implemented a major structural repair and roofing project for the dilapidated timber shed and bulkhead buildings. The depressed rail track along the Pier 31 North Apron was also infilled with timber framing by Port

$243 million in capital work over next five years

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Maintenance to create a safe, pedestrian accessible apron for the public and future building tenants.

Pier 28 Fire Standpipe System $440,000

In order to reduce the risk of loss in case of a fire, the Port installed a fire standpipe system at Pier 28. This system provides hose racks with fire hoses inside the shed.Additionally, the standpipe system provides hose valves inside the shed and on the exterior of the apron. The exterior hose valves address the Fire Marshal’s concerns regarding egress and are for the exclusive use of the Fire Department.

Quint Street Lead Improvements $3,900,000

Project reconstructed approximately 0.6 miles of rail track known as Quint Street Lead, from just north of Jerrold Avenue to 3rd Street, repaved two blocks of Quint Street between Davidson and Arthur Avenues, and improved the sidewalk crossing at Evans Street. Quint Street Lead is the sole freight rail link between the national rail network and the Port’s cargo and intermodal businesses at Piers 80, 94, 96, and the Backlands.

Pier 9 South Apron Repair $390,000

Port Maintenance repaired a 300 feet long section of timber apron at Pier 9. About 1/3 of the apron nearest to shore had severely deteriorated piles. The apron serves as critical emergency egress for Pier 9 tenants and provides public access.

Pier 19 Utility Upgrades $350,000

This project included improvements to the overall lighting efficiency through new interior LED fixtures in the shed and on the apron. Existing water pipe within the shed and to the apron was extended to allow for ship water service. The existing gravity sewer pipe was extended above deck. Lastly, the Port voluntarily installed a fire standpipe system.

HIGHLIGHTS OF PREVIOUSLY-FUNDED CAPITAL PROJECTS UNDERWAY

The following projects are highlights of previously-funded capital work currently underway at the Port. Dollar values represent each project’s current budget.

Crane Cove Park, Phase 1 $31,500,000

Crane Cove Park will be a 7 acre, major new open space along currently inaccessible former industrial shoreline. The park will be a part of the Blue Greenway, a necklace of waterfront public access connecting the City to the shore via pathways, parks, and open spaces. This project is currently in the bid and award phase.

46

Pier 94 Backlands Improvements $8,500,000

This project will grade the site, construct an access road, add a storm water management system, complete perimeter landscaping and lighting, and cap the regulated landfill area. These improvements will turn vacant land into approximately 16acres of property for future leasing opportunities such as construction laydown, vehicle parking, or storage. This project is preparing to go out to bid.

Pier 35 Repairs and Improvements $3,000,000

Scope includes underdeck repairs to the Pier 35. This work will help keep the Port’s alternate cruise terminal in good repair. It is the Port’s intent to complete this work with the Port’s forthcoming concrete pile repair crew. The budget above is for project materials. The crew is budgeted under the crew line-item in the capital budget.

Pier 92 Apron Repair $2,300,000

This project is currently underway and will restore the structural integrity of the pier and wharf. At the completion of construction the project will renew and restore the maritime berthing capabilities for the City’s only concrete batch plants located at Pier 92. The scope includes installing more than 300 new load-bearing piles and new fender piles.

Pier 23 Utility Upgrade and Restrooms $1,400,000

Project includes renovation of the restrooms in the Pier 23 shed and capacity related improvements to the utility infrastructure servicing Pier 23. The prior restroom in the shed was obsolete, and had not been operational for over ten years.

Pile Removal

The Port’s pile repair crews are slated to perform the removal of piles at Pier 84-88 and the Pier 96 Mooring Pier. The schedule below assumes that the Port is able to fill all budgeted pile repair crew positions starting in FY 2018-19.

Location

Projected Year of

CompletionEstimated

Cost Funded

FY 18/19 & 19/20

Proposed Budget

Future Request

Pier 96 Mooring Pier 2020 $150,000 $150,000Pier 84-88 2020 $180,000 $180,000

Pier 70 Wharves 6, 7, 8Dependent on

USACE $2,800,000 $2,800,000Pier 90 Grain Silos (pile removal portion of scope) 2023 $4,730,000 $340,000 $4,390,000*Total $7,860,000 $3,130,000 $340,000 $4,390,000

* Proposed in five-year Capital Improvement Program

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PROJECTS PROPOSED FOR FUNDING IN THE FY 2018-19 AND FY 2019-20CAPITAL BUDGET (YEARS ONE AND TWO OF THE CIP)

The following projects are those proposed in the Biennial Capital Budget. Descriptions of these projects can be found in the body of the attached staff report.

Proposed Funding for Existing Projects

Below are the projects in the proposed Biennial budget for which funds will supplement prior appropriations. These projects need additional funds because: 1) the project is entering a new phase; 2) recent cost estimation or a bid on the work indicates a higher total project cost; or 3) the project’s scope has increased.

Project Prior

AppropriationProposed FY 18-19

Proposed FY 19-20 Total

Amador Street Sewer And Pavement Repair $4,414,000 $3,800,000 $8,214,000Beltline Building $668,000 $680,000 $1,348,000China Basin Floats & Dry Dock Repair $1,500,000 $670,000 $2,170,000Crane Cove Park $31,541,766 $550,000 $550,000 $32,641,766Dry Docking of Pile Drivers & Barges $2,968,187 $3,700,000 $6,668,187Hyde Street Harbor Repair & Improvements $965,000 $1,335,000 $2,300,000Mission Bay Ferry Landing $6,970,000 $11,000,000 $17,970,000Pier 19 North Apron $1,567,997 $2,000,000 $3,567,997Pier 29 & 31 Substructure $10,128,200 $2,852,174 $12,980,374Pier 40 North Guest Dock Replacement $1,538,310 $1,082,000 $2,620,310Pier 70 Shipyard $3,000,000 $1,769,000 $1,000,000 $5,769,000Seawall Resiliency Project $9,500,000 $6,750,000 $16,250,000Wharf J9 Seawall Repair $2,200,000 $2,200,000 $4,400,000Total $76,961,460 $38,388,174 $1,550,000 $116,899,634

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Proposed Funding for New Projects (no prior appropriation of funds)

Below are the new projects in the proposed Biennial budget. Staff has not previously appropriated funds for these projects.

Project Proposed FY 18-19

Proposed FY 19-20 Total

Contingency Fund $1,154,826 $1,154,826Dredging 19-20 Maintenance Dredging andSediment Sampling $2,480,000 $8,180,400 $10,660,400Fire Protection Engineer $232,992 $242,311 $475,303Pier 19 & 23 leasing Improvements $2,650,000 $2,650,000Pier 19.5 Roofing $668,000 $668,000Pier 26 Deluge System Modification & New Fire Standpipe System $952,116 $952,116Pier 29.5 Pump Station & Force Main Upgrade $800,000 $800,000Pier 31 New Fire Standpipe System $676,522 $676,522Pier 40 North Guest Dock Kayak Launch $310,000 $310,000Pier 50 Shed B Apron Partial Repair $341,250 $341,250Pier 7.5 Sewer Re-routing to Street $262,500 $262,500Pier 70 Investment $1,200,000 $1,200,000Pier 80 Repair Project $650,000 $650,000Pier 90 Silo Demolition Project $100,000 $1,050,000 $1,150,000Pier Repair Fund: Concrete Pile Repair Crew $2,206,563 $2,294,825 $4,501,388Pier Repair Fund: Wood Pile Repair Crew $1,418,985 $1,475,744 $2,894,730Port wide Electrical Safety Upgrade $1,155,000 $1,155,000Project Delivery Team $1,206,290 $1,254,542 $2,460,832Roundhouse 2 HVAC System Improvements $105,000 $105,000Roundhouse Envelope, Security & Common Area Enhancement Project $420,000 $420,000Total $15,719,772 $17,768,096 $33,487,868

PROJECTS PROPOSED FOR FUNDING OUTSIDE THE CAPITAL BUDGET PERIOD (YEARS THREE THROUGH FIVE OF THE CIP, FY 2020-21 THROUGH FY 2022-23)

The subsequent table summarizes all projects staff plan to propose for the final three years of the Capital Improvement Program, FY 2020-21 through FY 2022-23. Some funding is to complete projects receiving funding for early phases of work in the Capital Budget period, while others are new projects that staff will initiate in this period.

49

Project Proposed FY 20/21

Proposed FY 21/22

Proposed FY 22/23 Total

Fire Protection Engineer $252,004 $252,004Maintenance Dredging $5,868,920 $8,008,826 $7,956,269 $21,834,015Pier 35 Exterior Wall Repairs $220,500 $926,100 $1,146,600Pier 35 Roof Repair $486,721 $4,676,805 $5,163,526Pier 38 Improvements for leasing $661,500 $2,083,725 $2,745,225Pier 40 End Ties A, C & E $1,146,821 $1,146,821Pier 80 & 96 Crane Demolition $1,823,259 $1,823,259Pier 90 Silo Demolition Project $15,020,562 $15,020,562Concrete Pile Repair Crew $2,386,618 $2,386,618Wood Pile Repair Crew $1,534,774 $1,596,165 $1,660,012 $4,790,951Port wide Electrical Safety Upgrade $2,249,100 $393,593 $2,642,693Project Delivery Team $1,304,724 $1,304,724Roundhouse 2 HVAC Improvements $253,575 $3,669,671 $3,923,246Roundhouse Enhancement Project $1,315,283 $1,315,283Total $16,533,718 $22,501,706 $26,460,102 $65,495,527

The following narratives summarize the new projects staff anticipate proposing for commencement in the last three years of the CIP. Staff will present further detail on these projects to the Port Commission as part of the FY 2018-19 through FY 2022-23Capital Improvement Program item calendared for April 2018. Dollar values represent the total, proposed amount of funding for each project in the five-year CIP period.

Pier 35 Exterior Walls $1,146,600

Project will patch, repair, and paint wood siding, windows, and other damage on Pier’sexterior. The south (east) side has cracks and holes due to extended sun, weather, and cruise ship cargo traffic. Repairs will preserve the building and extend the life of the structure.

Pier 35 Roof $5,163,526

Project will re-roof 131,000 square feet of Pier 35 shed and repair windows, gutters, and drains. The current roof is beyond its useful life and allows water to enter and damage this structure and disrupt tenants. Water damage is a major cause of loss for Pier facilities, and the longer the exposure, the greater the costs for restoration.

Pier 38 Improvements for Leasing $2,745,225

Pier 38 needs repairs to: mitigate continued damage to the facility; remove non-compliant improvements by prior tenant; activate the facility to quell ongoing vandalism; and prepare the site for leasing to generate ongoing revenue for the Port.

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Work will include repairs to the apron and windows, patching the roof, and removing non-compliant prior tenant build outs on the first floor.

Pier 40 End Ties A, C, and E $1,146,821

The end ties, which allow larger boat moorage at the end of the Pier 40 docks, are in need of repair; some are unusable due to their current condition. Repairs include replacement of floats and missing pieces, as needed.

Pier 96 Crane Demolition $1,823,259

Project will demolish four cranes at Pier 96, as the cranes are no longer needed for Port operations. Future business opportunities will not utilize cranes and there is no secondary market for cranes. Without removal, the cranes represent an ongoing maintenance expense to the Port and present a potential health and safety hazard.

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PROJECTS NOT PRIORITIZED FOR FUNDING

Due to funding constraints, the following projects are not proposed for inclusion in the five-year capital improvement program. Should any additional funds become available in this period, these projects would be the first to be considered for possible funding. Staff will continue to seek ways to implement this work by 1) pursuing any opportunities for non-Port funds that arise; and 2) working with tenants and developers, as possible.

Project Name Funding Request401 Terry Francois New Fire Sprinkler System $1,000,000 501 Cesar Chavez New Fire Sprinkler System $1,000,000 501 Chavez HVAC & Roof $2,232,660 Alber Building Renovation $1,125,300 Cargo Way Street Reconstruction $405,000 China Basin Terminal Gangway Power Lifts $500,000 Downtown Ferry Terminal Gate B Float $3,000,000 Leasing Capital Improvements $1,500,000 Pier 26 Roof & Building Repairs $10,000,000 Pier 27 Public Access and Placemaking $500,000 Pier 28 New Fire Sprinkler System $2,000,000 Pier 28 Roof & Building Repairs $10,000,000 Pier 29 – Electrical service Upgrade $800,000 Pier 29 Roof Replacement $4,958,800 Pier 29 Substructure Repair East of Jamestown $12,000,000 Pier 29 Superstructure Seismic Strengthening $12,000,000 Pier 33 Bulkhead Roof and Structural Repairs $600,000 Pier 40 New Fire Sprinkler System and Stand Pipe $2,329,446 Pier 45 Shed C New Fire Sprinkler System and Stand Pipe $2,500,000 Pier 50 Shed B New Fire Sprinkler System and Stand Pipe $2,000,000 Pier 50 Shed C New Fire Sprinkler System and Stand Pipe $2,500,000 Pier 54 New Fire Sprinkler System and Stand Pipe $2,000,000 Pier 54 Timber Substructure Demolition $370,000 Pier 80 Fendering $607,500 Pier 94/96 Storm Drain improvement $5,500,000 Pier 96 South Sea Wall Sheet Pile $4,760,000 Pier Repair Fund: Cement Mason $897,957 Portwide Physical Security Enhancements $996,135 South Beach Harbor Dock Conduit Replacement $3,500,000 USA Utility Mapping Project $1,500,000 Total $93,082,798

52

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23/0

931 –

Fina

nce &

Pr

ocur

emen

t Man

ager

Budg

et &

Gra

nts A

nalys

t 18

22/1

823 –

Adm

Ana

lyst

SP F

Y 20

18/1

9

Busin

ess S

ervic

es

1844

– Sr

Mgm

t Ass

ist

1406

– Se

nior C

lerk

SP F

Y 20

18/1

9

1426

– Sr

. Cler

k Typ

ist

1406

– Se

nior C

lerk

9922

– Pu

blic S

vc A

ide

Mai

nt T

emp

Sala

ries

(Pro

p F)

19

34 –

Stor

ekee

per

Adm

in T

emp

Sala

ries

Budg

et &

Gra

nts A

nalys

t 18

22 –

Adm

in An

alyst

Adm

in T

emp

Sala

ries

1824

– Pr

in Ad

m An

alyst

NP F

Y 20

18/1

9 Co

ntin

uing

Pro

ject

1823

– Sr

Adm

Ana

lyst

NP F

Y 20

18/1

9 Co

ntin

uing

Pro

ject

78

Acc

ounti

ng

Sect

ion

FY 2

018/1

9

Acco

unti

ng /

Fin

ance

& A

dmin

istr

atio

n /

Port

of S

an F

ranc

isco

9/4/

2018

- 4:

16:5

7 PM

0932

- Fi

scal

Off

icer

Repo

rtin

g &

Ana

lysi

s

SP F

Y 2

018/1

9

Com

plia

nce

& O

pera

tions

Kuri

an J

osep

h

1824

- Pr

in A

dm A

nlys

t

1652

– A

ccou

ntan

t II

Gene

ral A

ccou

ntin

g

1654

– A

ccou

ntan

t III

1652

– A

ccou

ntan

t II

1652

– A

ccou

ntan

t II

1634

- Pr

in A

cct C

lerk

1632

- Sr

Acc

t Cle

rk

1632

- Sr

Acc

t Cle

rk

1632

- Sr

Acc

t Cle

rk

1652

– A

ccou

ntan

t II

1649

/165

2 –

Acc

t Int

ern

1654

– A

ccou

ntan

t III

Co

mpl

ianc

e/Pr

ojec

ts &

Gra

nts

1654

– A

ccou

ntan

t III

(Pro

p F

)

1632

- Sr

Acc

t Cle

rk

Tem

p S

ala

ries

0932

- Fi

scal

Off

icer

(Pro

p F

)

79

Hum

an R

esou

rces

Sec

tion

FY 2

018/

19

Huma

n Res

ource

s / Fi

nanc

e & A

dmini

strat

ion /

Port

of Sa

n Fra

ncisc

o

9

/4/2

018 -

4:17

:53 PM

0932

– H

R Dire

ctor

Recru

itmen

t & Cl

assif

icatio

n Pa

yroll

0922

– M

anag

er I

(Pro

p F)

12

44 –

Sr. P

ers A

nalys

t Te

mp

Sala

ries

1204

- Sr

Pers

Cler

k

1222

- Sr

Pay/

Pers

Clk

Labo

r Rela

tions

1222

- Sr

Pay/

Pers

Clk

1244

– Sr

. Per

s Ana

lyst

Oper

ation

s

1241

– Pe

rson

nel A

nalys

t

1244

– Sr

. Per

s Ana

lyst

1244

– Sr

. Per

s Ana

lyst

NP F

Y 20

18/1

9

80

Info

rmat

ion

Serv

ices D

ivisi

on

FY 2

018/

19

Info

rmat

ion Se

rvice

s / Fi

nanc

e &Ad

minis

tratio

n / Po

rt of

San F

ranc

isco

9/4

/201

8 - 4:

18:10

PM

0933

- IS

Dire

ctor

1070

- Bs

n App

lics M

gr

1043

/104

4 – IS

Engr

Senio

r SP

FY

2018

/19

1053

- Sr

. Bus

iness

Ana

lyst

1042

- IS

Engr

– Jo

urne

y

1054

- Pr

in. Bs

n Ana

lyst

Orac

le Ap

ps. D

BA

(Cons

ultan

t) 10

42 -

IS En

gr –

Jour

ney

5382

- Stu

dent

Inte

rn

Tem

p Sa

larie

s

1053

– Sr

. Bus

iness

Ana

lyst

1091

– IT

Ops

Supp

ort A

dm I

5382

- Stu

dent

Inte

rn

Tem

p Sa

larie

s

81

Mai

nten

ance

Div

ision

FY

201

8/19

Maint

enan

ce D

ivisio

n / Po

rt of

San F

ranc

isco

9/4

/201

8 - 4:

19:40

PM

0953

- De

puty

Dir

III

Stree

t & Fa

cility

Main

tena

nce

0931

- Ha

rbor

Main

t Sup

t He

alth &

Safe

ty Pie

r Rep

air Se

rvice

s 09

31 -

Harb

or M

aint S

upt

1450

– Ex

ec Se

creta

ry I

6139

– Sr

Inds

tl Hy

gnst

5177

- Sa

fety

Offi

cer

1823

- Sr

Adm

Anly

st

1406

- Se

nior C

lerk

9922

- Stu

dent

Inte

rn

Tem

p Sa

larie

s Iro

n Wor

kers

Mach

inists

Pile W

ork D

ivers

Statio

nary

Engr

s

Pile W

ork

Stree

t Rep

air

Shee

tmet

al

Roof

ers

Plumb

ers

Paint

ers

Electr

ical

Cran

es

Carp

ente

rs

9922

- Stu

dent

Inte

rn

Tem

p Sa

larie

s

7262

– M

aint P

lanne

r

Gard

ener

s

Welde

rs

9922

– Pu

blic S

vc A

ide

Tem

p Sa

larie

s

Asph

alt

Labo

rers

Othe

r Cra

fts

Truc

k Driv

ers

1938

/934

3 – St

ores

& Eq

uip

Cont

inui

ng P

roje

ct

1934

– St

orek

eepe

r Store

room

1938

– St

ores

& Eq

uip A

sst S

up

SP F

Y 20

18/1

9

Ceme

nt

82

Stre

et &

Fac

ility

Mai

nten

ance

FY

201

8/19

Stree

t & Fa

cility

/ Ma

inten

ance

/ Po

rt of

San F

ranc

isco

9/4/

2018

- 4:1

8:43 P

M

0931

- Ha

rbor

Main

t Sup

t

Stree

t Rep

airs

7281

/728

2 - St

r Env

tl Sv

c Ops

Supv

Shee

tmet

al 93

45 -

Shtm

tl Su

pv I

Roof

er

9344

- Ro

ofer

Supv

Plu

mber

72

13 -

Plumb

ing Su

p I

Paint

er

7242

- Pa

inter

Sup I

Cr

anes

93

58 -

Cran

e Mec

Sup

Carp

ente

r 72

26 -

Carp

nter

Supv

I

7344

- Ca

rpen

ter

7344

- Ca

rpen

ter

7344

- Ca

rpen

ter

7344

- Ca

rpen

ter

9354

– El

ev/C

rne T

ech

9354

– El

ev/C

rne T

ech

7345

- Ele

ctrici

an

7345

- Ele

ctrici

an

7345

- Ele

ctrici

an

7345

– El

ectri

cian

7346

- Pa

inter

7346

- Pa

inter

7346

- Pa

inter

7346

- Pa

inter

73

47 -

Plumb

er

7347

- Plu

mber

7347

- Plu

mber

9343

- Ro

ofer

9343

- Ro

ofer

9343

- Ro

ofer

9343

- Ro

ofer

7376

- Sh

tmtl

Wkr

7376

- Sh

tmtl

Wkr

Asph

alt

Truc

k Driv

ers

Fishe

rman

’s Wh

arf

Othe

r Cra

fts

Labo

rers

7376

- Sh

tmtl

Wkr

Electr

ician

72

38 –

Elec

trica

l Sup

I

7347

- Plu

mber

7347

- Plu

mber

7347

- Plu

mber

Emba

rcade

ro

Pier 5

0

7345

– El

ectri

cian

7345

– El

ectri

cian

Gard

ener

s

(Pro

p F)

93

54 –

Elev

/Crn

e Tec

h Te

mp

Sala

ries

7345

– El

ectri

cian

Tem

p Sa

larie

s

7345

– El

ectri

cian

Tem

p Sa

larie

s

Ceme

nt

7227

/933

2 – Ce

ment

Fin

isher

Supv

I Co

ntin

uing

Pro

ject

7311

– Ce

ment

Mas

on

Cont

inui

ng P

roje

ct

7311

– Ce

ment

Mas

on

Cont

inui

ng P

roje

ct

7347

– Pl

umbe

r Co

ntin

uing

Pro

ject

7347

– Pl

umbe

r Co

ntin

uing

Pro

ject

7347

– Pl

umbe

r Co

ntin

uing

Pro

ject

7376

– Sh

tmtl

Wkr

Cont

inui

ng P

roje

ct

7376

– Sh

tmtl

Wkr

Cont

inui

ng P

roje

ct

7376

– Sh

tmtl

Wkr

Cont

inui

ng P

roje

ct

9343

– Ro

ofer

Co

ntin

uing

Pro

ject

83

Stre

et &

Fac

ility

Mai

nten

ance

La

bore

rs S

ectio

n FY

201

8/19

Labo

rers

/ Str

eet &

Facil

ity /

Maint

enan

ce Pr

ogra

m

9/

4/20

18 -

4:18:2

5 PM

0931

- Ha

rbor

Main

t Sup

t

Stree

t Rep

airs

7281

/728

2 - St

r Env

Svcs

Ops

Asph

alt

Truc

k Driv

er

7215

– G

enl L

abor

Supv

I

Fishe

rman

’s Wh

arf

Oper

ating

Engin

eers

Emba

rcade

ro

7404

- As

phalt

Finis

her

7502

- As

phalt

Wor

ker

7502

- As

phalt

Wor

ker

7514

- Ge

nera

l Lab

orer

7215

- Ge

nl La

bor S

upv I

7514

- Ge

nera

l Lab

orer

7514

- Ge

nera

l Lab

orer

7514

- Ge

nera

l Lab

orer

7514

- Ge

nera

l Lab

orer

75

14 -

Gene

ral L

abor

er

7328

- Op

er En

ginee

r

7514

- Ge

nera

l Lab

orer

7514

- Ge

nera

l Lab

orer

7514

- Ge

nera

l Lab

orer

7514

- Ge

nera

l Lab

orer

7355

- Tr

uck D

river

7355

- Tr

uck D

river

7355

- Tr

uck D

river

7514

- Ge

nera

l Lab

orer

7514

- Ge

nera

l Lab

orer

7514

- Ge

nera

l Lab

orer

7355

- Tr

uck D

river

Gard

ener

3417

- Ga

rden

er

3417

- Ga

rden

er

3417

– G

arde

ner

3417

– G

arde

ner

Tem

p Sa

larie

s

7514

- Ge

nera

l Lab

orer

7514

- Ge

nera

l Lab

orer

7514

- Ge

nera

l Lab

orer

7355

– Tr

uck D

river

Te

mp

Sala

ries

Pier 5

0

84

Pie

r R

epair

Ser

vice

s

FY 2

018/1

9

Pier

Rep

air

Serv

ices

/ M

aint

enan

ce /

Por

t of S

an F

ranc

isco

9/

4/20

18 -

4:19

:17

PM

0931

- Ha

rbor

Mai

nt S

upt

Stat

iona

ry E

ngin

eer

7205

- Ch

ief S

tat E

ngin

eer

Iron

Wor

ker

9342

- O

rn Ir

on S

upv

Mac

hini

st

7258

- M

nt M

ach

Supv

7332

- M

aint

Mac

hini

st

7332

- M

aint

Mac

hini

st

7395

- O

rn Ir

on W

kr

7395

- O

rn Ir

on W

kr

Edm

und

Luci

a

7395

- O

rn Ir

on W

kr

7395

- O

rn Ir

on W

kr

7334

- St

at E

ngin

eer

7334

- St

at E

ngin

eer

Wel

der

9346

- Fu

sion

Wel

der

9346

- Fu

sion

Wel

der

9346

- Fu

sion

Wel

der

7395

/933

0 –

Orn

Iron

Wkr

Con

tinuin

g P

roje

ct

0922

– M

anag

er I

Con

tinuin

g P

roje

ct

Pile

Wor

ker

Pile

Wor

k Di

ver

7334

– S

tat E

ngin

eer

Tem

p S

ala

ries

7334

– S

tat E

ngin

eer

Tem

p S

ala

ries

7332

– M

aint

Mac

hini

st

Tem

p S

ala

ries

7327

– A

ppr

Mai

nt M

ach

1

Tem

p S

ala

ries

7331

– A

ppr

Mai

nt M

ach

II

NP

FY

2018/1

9

7327

– A

ppr

Mai

nt M

ach

I

NP

FY

2018/1

9

7327

/933

2 –

App

r M

aint

Mac

h

Con

tinuin

g P

roje

ct

85

Pier

Rep

air S

ervi

ces

Pile

Wor

kers

Sec

tion

FY 2

018/

19

Pile W

orke

rs /

Pier R

epair

Serv

ices /

Main

tena

nce /

Port

of Sa

n Fra

ncisc

o

9/

5/20

18 -

10:20

:55 A

M

0931

- Ha

rbor

Main

t Sup

t

Pile W

ork /

Dive

rs 93

32 -

Piled

rvr S

upv I

Pil

e Wor

k 93

32 -

Piled

rvr S

upv I

Pil

e Wor

k 93

32 -

Piled

rvr S

upv I

Co

ntin

uing

Pro

ject

9331

- Pil

e Eng

n Op

9330

- Pil

e Wor

ker

9331

- Pil

e Eng

n Op

9330

- Pil

e Wor

ker

9330

- Pil

e Wor

ker

9330

- Pil

e Wor

ker

9330

- Pil

e Wor

ker

9330

- Pil

e Wor

ker

9330

- Pil

e Wor

ker

Cont

inui

ng P

roje

ct

9330

– Pi

le Wo

rker

Co

ntin

uing

Pro

ject

9330

- Pil

e Wor

ker

9330

- Pil

e Wor

ker

9330

– Pi

le Wo

rker

Co

ntin

uing

Pro

ject

9330

– Pi

le Wo

rker

9330

– Pi

le Wo

rker

9330

– Pi

le Wo

rker

Co

ntin

uing

Pro

ject

9330

– Pi

le Wo

rker

Co

ntin

uing

Pro

ject

9330

- Pil

e Wor

ker

Cont

inui

ng P

roje

ct

9330

- Pil

e Wor

ker

0922

– M

anag

er I

Cont

inui

ng P

roje

ct

Pile W

ork

9332

- Pil

edrv

r Sup

v I

9330

- Pil

e Wor

ker

Cont

inui

ng P

roje

ct

9330

- Pil

e Wor

ker

Cont

inui

ng P

roje

ct

9330

- Pil

e Wor

ker

Cont

inui

ng P

roje

ct

9330

- Pil

e Wor

ker

Cont

inui

ng P

roje

ct

9330

- Pil

e Wor

ker

Cont

inui

ng P

roje

ct

9330

- Pil

e Wor

ker

Cont

inui

ng P

roje

ct

9330

- Pil

e Wor

ker

Cont

inui

ng P

roje

ct

9330

- Pil

e Wor

ker

Cont

inui

ng P

roje

ct

9330

- Pil

e Wor

ker

Cont

inui

ng P

roje

ct93

30 -

Pile W

orke

r Co

ntin

uing

Pro

ject

9330

- Pil

e Wor

ker

Cont

inui

ng P

roje

ct

9330

- Pil

e Wor

ker

Cont

inui

ng P

roje

ct

9331

- Pil

e Eng

n Op

Cont

inui

ng P

roje

ct

9330

- Pil

e Wor

ker

Cont

inui

ng P

roje

ct

Pile W

ork

9332

- Pil

edrv

r Sup

v I

Cont

inui

ng P

roje

ct

86

Plan

ning

& E

nviro

nmen

t Div

ision

FY

201

8/19

Plann

ing &

Envir

onme

nt D

ivisio

n / Po

rt of

San F

ranc

isco

9/4/

2018

- 4:2

0:14 P

M

0953

- De

puty

Dire

ctor I

II

1450

– Ex

ec Se

creta

ry I

0931

- Ma

nage

r III

5283

- Pla

nner

V

5382

– St

uden

t Des

ign Tr

n Te

mp

Sala

ries

5277

/527

8 – Pl

anne

r I

SP F

Y 20

18/1

9 52

91 -

Plann

er II

I

5293

– Pl

anne

r IV

5382

– St

uden

t Des

ign Tr

n Te

mp

Sala

ries

5283

– Pl

anne

r V

Tem

p Sa

larie

s

5283

– Pl

anne

r V

Tem

p Sa

larie

s

Wate

rfron

t Plan

ning

Land

Use

& Tr

ansp

orta

tion

Urba

n Des

ign &

Op

en Sp

ace

Histo

ric Pr

eser

vatio

n &

Stewa

rdsh

ipRe

silien

ce Pl

annin

g

5283

/529

9 – Pl

anne

r V

Cont

inui

ng P

roje

ct

Envir

onme

ntal

Comp

lianc

e &

Susta

inabil

ity

0931

– M

anag

er II

I

5291

– Pl

anne

r III

5382

– St

uden

t Des

ign Tr

n En

gn T

emp

Sala

ries

5299

– Pl

anne

r IV

Mar

itim

e Pe

rm S

alar

ies

5299

– Pl

anne

r IV

0931

– M

anag

er II

I

5620

– Re

gulat

ory S

pec

5382

– St

uden

t Des

ign Tr

n Te

mp

Sala

ries

5275

– Pl

anne

r Tec

hnici

an

Tem

p Sa

larie

s

0932

– M

anag

er IV

Stude

ntD

87

Real

Est

ate

& De

velo

pmen

t Div

ision

FY

201

8/19

Real

Esta

te &

Dev

elopm

ent D

ivisio

n / Po

rt of

San F

ranc

isco

9/4/

2018

- 4:2

0:47 P

M

0953

- De

puty

Dire

ctor

Leas

e & Sp

ecial

Proje

cts

0932

Ass

ist D

eput

y Dir

Prop

erty

Man

agem

ent

North

ern W

ater

front

93

86 -

Sr Pr

oper

ty M

gr

9386

– Sr

Prop

erty

Mgr

9395

- Pr

op M

gr, P

ort

9395

- Pr

op M

gr, P

ort

9395

- Pr

op M

gr, P

ort

9395

- Pr

op M

gr, P

ort

Sout

hern

Wat

erfro

nt

9386

- Sr

Prop

erty

Mgr

Wate

rfron

t Dev

Proje

cts

0932

- As

sist D

eput

y Dir

9395

- Le

asing

Mgr

0931

– M

anag

er II

I

(Pro

p F)

63

31 –

Build

ing In

spec

tor

9395

– Pr

op M

gr, P

ort

(Pro

p F)

18

25 –

Prin

Adm

Anlys

t II

Tem

p Sa

larie

s

Finan

cial S

ervic

es Su

ppor

t 18

24 –

Prin

Adm

Analy

st

4308

– Co

llecti

ons

1822

/182

3 – A

dm A

nalys

t SP

FY

2018

/19

9922

– Pu

blic S

vc A

ide

Tem

p Sa

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s RFP

s-

$

9,50

0$

9,50

0$

Engi

neer

ing,

Sub

scrip

tion

serv

ices

: AST

M st

anda

rds o

nlin

e1,

625

$

7,

700

$

7,

700

$

En

gine

erin

g, S

ubsc

r iptio

n se

rvic

es: n

atio

nal f

ire c

odes

su

bscr

iptio

n se

rvic

e w

eb b

ased

for o

ne u

ser

875

$

875

$

875

$

97

ENG

INEE

RIN

G D

IVIS

ION

FY

201

8-19

& 2

019-

20 B

UDG

ET

Acco

unt T

itle

Desc

riptio

n FY

201

7-18

FY 2

018-

19FY

201

9-20

Oth

er C

urre

nt E

xpen

ses -

Bdg

tPe

rmits

, Cre

dit c

ard

proc

essin

g fe

es-

$

12,0

00$

12

,000

$

Perm

its, P

rintin

g fo

r new

cod

e do

cum

ents

and

oth

er m

ater

ials

rela

ted

to p

erm

ittin

g-

$

9,00

0$

-$

Perm

its, P

rintin

g fo

r pla

ns, b

indi

ng, p

hoto

pro

cess

ing,

mou

ntin

g,

redu

ctio

ns, e

nlar

gem

ents

, offs

et p

rintin

g, a

nd g

raph

ics

10,0

00$

10

,000

$

10,0

00$

Perm

its, S

ubsc

riptio

ns fo

r: te

chni

cal j

ourn

als,

mag

azin

es, a

nd

book

s; u

pdat

ed b

uild

ing,

plu

mbi

ng, m

echa

nica

l, an

d el

ectr

ical

co

de b

ooks

; and

upd

ated

stan

dard

spec

ifica

tions

2,50

0$

2,50

0$

2,50

0$

Engi

neer

ing,

Sub

scrip

tion

serv

ices

: 3-y

ear c

yclic

al c

ost t

o up

date

Bu

ildin

g Co

des

8,00

0$

21,0

00$

22

,000

$

Taxe

s, L

icen

ses &

Per

mits

-Bdg

tEn

gine

erin

g, P

erio

dic

rene

wal

s of c

ertif

icat

es2,

000

$

-

$

-$

Pe

rmits

, Pro

fess

iona

l Lic

ense

s for

Civ

il En

gine

ers,

Arc

hite

cts,

M

echa

nica

l Eng

inee

rs, E

lect

rical

Eng

inee

rs, S

truc

tura

l Eng

inee

rs1,

000

$

3,

160

$

-

$

NO

N-P

ERSO

NN

EL S

UBT

OTA

L25

0,30

0$

357,

235

$

42

2,65

0$

Acco

unt T

itle

Desc

riptio

n FY

201

7-18

FY 2

018-

19FY

201

9-20

Mat

eria

ls &

Sup

plie

s-Bu

dget

Engi

neer

ing,

Dat

a pr

oces

sing

- erg

onom

ic it

ems a

nd p

erip

hera

ls50

0$

50

0$

50

0$

Engi

neer

ing,

Em

erge

ncy

oper

atio

ns-r

elat

ed su

pplie

s75

0$

75

0$

75

0$

En

gine

erin

g, F

uels

& lu

bric

ants

2,50

0$

2,50

0$

2,50

0$

Engi

neer

ing,

Min

or fu

rnish

ings

(e.g

. file

cab

inet

s, a

djus

tabl

e ch

airs

, etc

.) 50

0$

50

0$

50

0$

Engi

neer

ing,

Oth

er e

quip

men

t mai

nten

ance

supp

lies:

mai

ntai

n pl

otte

r, fa

x, c

opie

r mac

hine

s50

0$

50

0$

50

0$

Engi

neer

ing,

Tec

hnic

al e

ngin

eerin

g bo

oks

2,30

0$

2,30

0$

2,30

0$

MAT

ERIA

LS &

SU

PPLI

ES

The

Mat

eria

ls &

Sup

plie

s bud

get c

over

s a v

arie

ty o

f nee

ds, o

utlin

ed a

s lin

e ite

ms b

elow

.

Budg

et

98

ENG

INEE

RIN

G D

IVIS

ION

FY

201

8-19

& 2

019-

20 B

UDG

ET

Acco

unt T

itle

Desc

riptio

n FY

201

7-18

FY 2

018-

19FY

201

9-20

Mat

eria

ls &

Sup

plie

s-Bu

dget

Engi

neer

ing,

Oth

er o

ffice

supp

lies:

for c

ontr

acts

, agr

eem

ents

, pr

oper

ty m

aps,

blu

eprin

t pap

er, d

raft

ing/

surv

eyin

g su

pplie

s4,

000

$

4,

000

$

4,

000

$

Engi

neer

ing,

Thr

ee d

igita

l cam

eras

, mem

ory

card

s, a

nd c

amer

a ca

ses

1,95

0$

1,95

0$

1,95

0$

Perm

its, O

ther

offi

ce su

pplie

s: fo

r con

trac

ts, a

gree

men

ts,

prop

erty

map

s, b

luep

rint p

aper

, dra

ftin

g/su

rvey

ing

supp

lies,

et

c.

1,00

0$

1,00

0$

1,00

0$

Perm

its, S

urve

y eq

uipm

ent a

nd su

pplie

s7,

000

$

7,

000

$

7,

000

$

M

ATER

IALS

AN

D SU

PPLI

ES S

UBT

OTA

L21

,000

$

21,0

00$

21

,000

$

Acco

unt T

itle

Desc

riptio

n F

Y 20

17-1

8FY

201

8-19

FY 2

019-

20

GF-P

UC-

Ueb

Engi

neer

ing,

Thr

ee st

uden

t int

erns

thro

ugh

the

Proj

ect P

ull

prog

ram

39

,500

$

39,5

00$

39

,500

$

Sr-D

PW-E

ngin

eerin

g

Engi

neer

ing,

Dep

artm

ent o

f Bui

ldin

g In

spec

tion

serv

ices

to

prov

ide

plan

revi

ew a

nd fi

eld

insp

ectio

n se

rvic

es in

acc

orda

nce

with

the

San

Fran

cisc

o Bu

ildin

g Co

de

20,0

00$

20

,000

$

20,0

00$

Sr-B

uild

ing

Insp

ectio

n

Engi

neer

ing,

As-

need

ed g

eote

chni

cal,

mec

hani

cal,

and

elec

tric

al

prof

essio

nal s

ervi

ces f

or sp

ecia

lty a

nd e

mer

genc

y pr

ojec

ts

20,0

00$

20

,000

$

20,0

00$

GF-F

irePe

rmits

, Fire

Insp

ecto

rs-

$

437,

469

$

43

9,97

2$

WO

RK O

RDER

S SU

BTO

TAL

79,5

00$

51

6,96

9$

519,

472

$

EN

GIN

EERI

NG

OPE

RATI

NG

BU

DGET

TO

TAL

5,46

4,72

5$

6,

202,

534

$

6,34

8,81

0$

WO

RK O

RDER

S

The

Engi

neer

ing

divi

sion

has f

our W

ork

Ord

ers t

o ot

her d

epar

tmen

ts, l

isted

bel

ow, w

ith th

e Fi

re D

epar

tmen

t, th

e Pu

blic

Util

ities

Com

miss

ion,

the

Depa

rtm

ent o

f Bu

ildin

g In

spec

tion,

and

the

Depa

rtm

ent o

f Pub

lic W

orks

.

Budg

et

99

Char

acte

rAc

coun

tID

Acco

untT

itle

Engi

neer

ing

Perm

itsTo

tal

5010

Sala

ry50

1010

Perm

Sala

ries

Misc

Regu

lar

3,09

7,72

8$

715,

161

$3,

812,

889

$50

9010

Prem

ium

Pay

Misc

70,5

87$

20,0

00$

90,5

87$

5110

10O

vert

ime

Sche

dule

dM

isc1,

000

$5,

000

$6,

000

$Sa

larie

sSub

tota

l3,

169,

315

$74

0,16

1$

3,90

9,47

6$

5130

Frin

ge51

3010

Man

dato

ryFr

inge

Bene

fits

1,11

2,68

1$

285,

173

$1,

397,

854

$Sa

larie

s&Fr

inge

Tota

l4,

281,

996

$1,

025,

334

$5,

307,

330

$52

10N

PSvc

s52

1030

AirT

rave

lEm

ploy

ees

5,20

0$

800

$6,

000

$52

1050

Non

AirT

rave

lEm

ploy

ees

8,00

0$

5,00

0$

13,0

00$

5240

10M

embe

rshi

pFe

es8,

100

$20

0$

8,30

0$

5250

00En

tert

ainm

ent&

Prom

otio

nBd

gt3,

000

$50

0$

3,50

0$

5270

00Pr

of&

Spec

ializ

edSv

csBd

gt19

0,00

0$

190,

000

$52

7610

Syst

emsC

onsu

lting

Serv

ices

20,0

00$

20,0

00$

5290

00M

aint

Svcs

Equi

pmen

tBu

dge t

2,50

0$

1,00

0$

3,50

0$

5310

00Re

nts&

Leas

esEq

uipm

ent

Bdgt

250

$25

0$

500

$53

5000

Oth

erCu

rren

tExp

ense

sBd

gt75

,775

$33

,500

$10

9,27

5$

5520

00Ta

xes,

Lice

nses

&Pe

rmits

Bdgt

$3,

160

$3,

160

$N

onPe

rson

nelS

ubto

tal

312,

825

$44

,410

$35

7,23

5$

5400

Mat

&Su

5400

00M

ater

ials

&Su

pplie

sBu

dget

13,0

00$

8,00

0$

21,0

00$

5810

Oth

Dep

5810

13GF

PUC

Ueb

39,5

00$

39,5

00$

5810

71Sr

DPW

Engi

neer

ing

20,0

00$

20,0

00$

5810

80Sr

Build

ing

Insp

ectio

n20

,000

$20

,000

$58

1390

GFFi

re43

7,46

9$

437,

469

$W

ork

Ord

ersS

ubto

tal

79,5

00$

437,

469

$51

6,96

9$

FY20

1819

TOTA

L4,

687,

321

$1,

515,

213

$6,

202,

534

$

ENGI

NEE

RIN

GDI

VISI

ON

FY20

1819

SECT

ION

DETA

IL

100

Char

acte

rAc

coun

tID

Acco

untT

itle

Engi

neer

ing

Perm

itsTo

tal

5010

Sala

ry50

1010

Perm

Sala

ries

Misc

Regu

lar

3,13

3,06

3$

720,

662

$3,

853,

725

$50

9010

Prem

ium

Pay

Misc

70,5

87$

20,0

00$

90,5

87$

5110

10O

vert

ime

Sche

dule

dM

isc1,

000

$5,

000

$6,

000

$Sa

larie

sSub

tota

l3,

204,

650

$74

5,66

2$

3,95

0,31

2$

5130

Frin

ge51

3010

Man

dato

ryFr

inge

Bene

fits

1,14

3,24

2$

292,

134

$1,

435,

376

$Sa

larie

s&Fr

inge

Tota

l4,

347,

892

$1,

037,

796

$5,

385,

688

$52

10N

PSvc

s52

1030

AirT

rave

lEm

ploy

ees

5,20

0$

800

$6,

000

$52

1050

Non

AirT

rave

lEm

ploy

ees

8,00

0$

5,00

0$

13,0

00$

5240

10M

embe

rshi

pFe

es8,

100

$20

0$

8,30

0$

5250

00En

tert

ainm

ent&

Prom

otio

nBd

gt3,

000

$50

0$

3,50

0$

5270

00Pr

of&

Spec

ializ

edSv

csBd

gt19

0,00

0$

190,

000

$52

7610

Syst

emsC

onsu

lting

Serv

ices

20,0

00$

20,0

00$

5290

00M

aint

Svcs

Equi

pmen

tBu

dge t

2,50

0$

1,00

0$

3,50

0$

5310

00Re

nts&

Leas

esEq

uipm

ent

Bdgt

250

$25

0$

500

$53

5000

Oth

erCu

rren

tExp

ense

sBd

gt15

3,35

0$

24,5

00$

177,

850

$N

onPe

rson

nelS

ubto

tal

390,

400

$32

,250

$42

2,65

0$

5400

Mat

&Su

5400

00M

ater

ials

&Su

pplie

sBu

dget

13,0

00$

8,00

0$

21,0

00$

5810

Oth

Dep

5810

13GF

PUC

Ueb

39,5

00$

39,5

00$

5810

71Sr

DPW

Engi

neer

ing

20,0

00$

20,0

00$

5810

80Sr

Build

ing

Insp

ectio

n20

,000

$20

,000

$58

1390

GFFi

re43

9,97

2$

439,

972

$W

ork

Ord

ersS

ubto

tal

79,5

00$

439,

972

$51

9,47

2$

FY20

1920

TOTA

L4,

830,

792

$1,

518,

018

$6,

348,

810

$

ENGI

NEE

RIN

GDI

VISI

ON

FY20

1920

SECT

ION

DETA

IL

101

Amou

nt%

Amou

nt%

5010

Sala

ry50

1010

Perm

Sala

ries

Misc

Regu

lar

2,92

9,00

1$

3,19

6,66

5$

3,11

1,00

3$

3,09

7,72

8$

(13,

275)

$0%

3,13

3,06

3$

35,3

35$

1%50

9010

Prem

ium

Pay

Misc

70,5

87$

61,4

57$

70,5

87$

70,5

87$

$0%

70,5

87$

$0%

5110

10O

vert

ime

Sche

dule

dM

isc1,

000

$41

4$

1,00

0$

1,00

0$

$0%

1,00

0$

$0%

Sala

riesS

ubto

tal

3,00

0,58

8$

3,26

0,30

9$

3,18

2,59

0$

3,16

9,31

5$

(13,

275)

$0%

3,20

4,65

0$

35,3

35$

1%51

30Fr

inge

5130

10M

anda

tory

Frin

geBe

nefit

s1,

034,

234

$1,

172,

394

$1,

124,

699

$1,

112,

681

$(1

2,01

8)$

1%1,

143,

242

$30

,561

$3%

Sala

ries&

Frin

geTo

tal

4,03

4,82

2$

4,43

2,70

3$

4,30

7,28

9$

4,28

1,99

6$

(25,

293)

$1%

4,34

7,89

2$

65,8

96$

2%52

10N

PSvc

s52

1030

AirT

rave

lEm

ploy

ees

670

$2,

955

$67

0$

5,20

0$

4,53

0$

676%

5,20

0$

$0%

5210

50N

onAi

rTra

vel

Empl

oyee

s1,

330

$$

1,33

0$

8,00

0$

6,67

0$

502%

8,00

0$

$0%

5220

00Tr

aini

ngBu

dget

$12

0$

$$

$0%

$0%

5240

10M

embe

rshi

pFe

es4,

300

$6,

730

$4,

300

$8,

100

$3,

800

$88

%8,

100

$$

0%52

5000

Ente

rtai

nmen

t&Pr

omot

ion

Bdgt

1,00

0$

1,10

4$

1,00

0$

3,00

0$

2,00

0$

200%

3,00

0$

$0%

5270

00Pr

of&

Spec

ializ

edSv

csBd

g t19

0,00

0$

109,

853

$19

0,00

0$

190,

000

$$

0%19

0,00

0$

$0%

5276

10Sy

stem

sCon

sulti

ngSe

rvic

es$

$$

20,0

00$

20,0

00$

100%

20,0

00$

$0%

5290

00M

aint

Svcs

Equi

pmen

tBu

dget

2,50

0$

$2,

500

$2,

500

$$

0%2,

500

$$

0%53

1000

Rent

s&Le

ases

Equi

pmen

tBd

gt25

0$

$25

0$

250

$$

0%25

0$

$0%

5350

00O

ther

Curr

entE

xpen

ses

Bdgt

28,0

00$

100,

568

$28

,000

$75

,775

$47

,775

$17

1%15

3,35

0$

77,5

75$

102%

5359

60So

ftw

are

Lice

nsin

gFe

es$

7,09

0$

$$

$0%

$$

0%55

2000

Taxe

s,Li

cens

es&

Perm

itsBd

gt2,

000

$2,

881

$2,

000

$$

(2,0

00)

$10

0%$

$0%

Non

Pers

onne

lSub

tota

l23

0,05

0$

231,

301

$23

0,05

0$

312,

825

$82

,775

$36

%39

0,40

0$

77,5

75$

25%

5400

Mat

&Su

5400

00M

ater

ials

&Su

pplie

sBu

dget

13,0

00$

13,5

26$

13,0

00$

13,0

00$

$0%

13,0

00$

$0%

Mat

eria

ls&

Supp

liesS

ubto

tal

13,0

00$

13,5

26$

13,0

00$

13,0

00$

$0%

13,0

00$

$0%

5810

Oth

Dep

5810

13GF

PUC

Ueb

39,5

00$

40,5

00$

39,5

00$

39,5

00$

$0%

39,5

00$

$0%

5810

71Sr

DPW

Engi

neer

ing

20,0

00$

$20

,000

$20

,000

$$

0%20

,000

$$

0%58

1080

SrBu

ildin

gIn

spec

tion

20,0

00$

$20

,000

$20

,000

$$

0%20

,000

$$

0%W

ork

Ord

ersS

ubto

tal

79,5

00$

40,5

00$

79,5

00$

79,5

00$

$0%

79,5

00$

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ateg

orie

s: P

erso

nnel

, Non

-Per

sonn

el S

ervi

ces,

Mat

eria

ls &

Sup

plie

s, a

nd W

ork

Ord

ers.

The

FY

2018

-19

Budg

et to

tals

$10,

325,

518,

and

the

FY 2

019-

20 B

udge

t tot

als 1

0,51

7,28

9. F

undi

ng le

vels

by A

ccou

nt a

re o

utlin

ed b

elow

und

er e

ach

fisca

l yea

r.

PERS

ON

NEL

Pers

onne

l cos

ts in

clud

e sa

larie

s and

frin

ge b

enef

its.

Budg

et

Budg

et

113

MAR

ITIM

E DI

VISI

ON

FY

201

8-19

& 2

019-

20 B

UDG

ET

Acco

unt T

itle

Desc

riptio

n FY

201

7-18

FY 2

018-

19FY

201

9-20

Non

-Air

Trav

el -

Empl

oyee

sM

arke

ting,

Non

-Air

Trav

el c

osts

for

staf

f to

atte

nd c

onfe

renc

es,

mar

ketin

g, a

nd n

etw

orki

ng e

vent

s18

,316

$

19,2

00$

19

,700

$

Ope

ratio

ns, N

on-A

ir Tr

avel

cos

ts fo

r sta

ff to

att

end

conf

eren

ces,

m

arke

ting,

and

net

wor

king

eve

nts

13,1

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6,

900

$

7,

200

$

M

embe

rshi

p Fe

esM

arke

ting,

Mem

bers

hips

in p

rofe

ssio

nal o

rgan

izatio

ns21

,600

$

27,9

00$

28

,300

$

Ope

ratio

ns, M

embe

rshi

ps in

pro

fess

iona

l org

aniza

tions

21

,600

$

14,4

00$

14

,600

$

Ente

rtai

nmen

t & P

rom

otio

n Bd

gtM

arke

ting,

Ent

erta

inm

ent,

prom

otio

ns, a

nd m

arke

ting

expe

nses

to

adv

ance

the

Port

's m

ariti

me

sect

ors

30,0

00$

38

,000

$

38,0

00$

M

arke

ting,

Man

agem

ent a

nd S

pons

orsh

ip o

f Eve

nts

-$

15

,000

$

17,0

00$

M

arke

ting,

Ope

ratio

ns e

nter

tain

men

t, pr

omot

ions

, and

m

arke

ting

expe

nses

16,4

00$

17

,400

$

17,4

00$

O

pera

tions

, Fun

ding

for s

ales

supp

ort e

vent

s28

,000

$

28,0

00$

28

,000

$

Ope

ratio

ns, M

anag

emen

t and

spon

sors

hip

of e

vent

s 3,

000

$

3,

000

$

3,

000

$

O

pera

tions

, Pro

mot

iona

l ite

ms f

or a

dver

tisin

g an

d pu

blic

aw

aren

ess

16,6

00$

16

,600

$

16,6

00$

Prof

& S

peci

alize

d Sv

cs-B

dgt

Ope

ratio

ns, A

ir Q

ualit

y Pl

ans f

or C

argo

Ter

min

als a

nd C

ruise

Te

rmin

al25

,000

$

25,0

00$

25

,000

$

Ope

ratio

ns, B

asel

ine

Air E

miss

ions

Stu

dy fo

r Mar

itim

e Tr

affic

-$

75

,000

$

75,0

00$

O

pera

tions

, Ter

min

al M

anag

emen

t Agr

eem

ent f

or C

argo

Te

rmin

al2,

575,

000

$

600,

000

$

60

0,00

0$

Ope

ratio

ns, T

erm

inal

man

agem

ent a

nd a

gree

men

t, fe

asib

ility

st

udy

for c

argo

term

inal

-$

40

0,00

0$

400,

000

$

M

aint

Svc

s-Bl

dgs &

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ts-B

dgt

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ratio

ns, O

n-sit

e se

curit

y su

ppor

t40

,000

$

1,08

6,93

5$

1,

115,

670

$

Rent

s & L

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s-Eq

uipm

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ratio

ns, E

quip

men

t ren

tals

supp

ortin

g fe

rry

oper

atio

ns7,

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$

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000

$

7,

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$

U

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pera

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, Fer

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ther

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rent

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ense

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rnig

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mes

seng

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O

pera

tions

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ifest

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nal d

atab

ase

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crip

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11,0

00$

11

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$

11,0

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ns, O

ther

cur

rent

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s: si

gns t

o m

eet s

ecur

ity

regu

latio

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igns

and

equ

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or c

ruise

and

ferr

y op

erat

ions

38

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$

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$

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rintin

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Por

t's ta

riff r

evisi

ons a

nd m

aint

enan

ce o

f on

line

tarif

f 10

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$

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00$

10

,500

$

Ope

ratio

ns, S

ubsc

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ns fo

r tra

de p

ress

subs

crip

tions

, rep

orts

, an

d te

chni

cal d

ocum

ents

12,0

00$

12

,000

$

12,0

00$

114

MAR

ITIM

E DI

VISI

ON

FY

201

8-19

& 2

019-

20 B

UDG

ET

Acco

unt T

itle

Desc

riptio

n FY

201

7-18

FY 2

018-

19FY

201

9-20

Taxe

s, L

icen

ses &

Per

mits

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tO

pera

tions

, Ann

ual p

erm

it fe

es fo

r sto

rmw

ater

for H

yde

Stre

et

Harb

or1,

200

$

1,

200

$

1,

200

$

O

pera

tions

, Per

mit

Fees

for R

egio

nal M

onito

ring

Prog

ram

(d

redg

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79,9

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79

,900

$

79,9

00$

O

pera

tions

, Pie

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even

t lic

ense

s1,

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$

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$

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000

$

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ratio

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rofe

ssio

nal c

ertif

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ion/

licen

se fo

r Man

ager

of

Regu

lato

ry a

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nviro

nmen

tal A

ffairs

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ister

ed G

eolo

gist

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0$

30

0$

30

0$

N

ON

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TAL

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3,60

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567,

135

$

2,59

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Acco

unt T

itle

Desc

riptio

n FY

201

7-18

FY 2

018-

19FY

201

9-20

Mat

eria

ls &

Sup

plie

s-Bu

dget

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ratio

ns, F

orm

s for

spec

ial b

illin

g, c

ontr

ol a

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udit

form

s re

quire

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ision

's op

erat

ions

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0$

50

0$

50

0$

O

pera

tions

, Fue

l and

lubr

ican

ts fo

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s and

boa

ts

2,50

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2,50

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2,50

0$

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ratio

ns, H

ardw

are

for l

ocks

and

oth

er in

cide

ntal

har

dwar

e us

ed b

y w

harf

inge

rs

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1,10

0$

1,10

0$

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ratio

ns, M

inor

furn

ishin

gs (e

.g. f

ile c

abin

ets,

adj

usta

ble

chai

rs, e

tc.)

600

$

600

$

600

$

Ope

ratio

ns, O

ffice

supp

lies

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0$

1,20

0$

1,20

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ratio

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afet

y ex

pens

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pplie

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e. li

fe ri

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fety

ki

ts, e

tc.)

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0$

1,50

0$

1,50

0$

MAT

ERIA

LS A

ND

SUPP

LIES

SU

BTO

TAL

7,40

0$

7,

400

$

7,40

0$

MAT

ERIA

LS &

SU

PPLI

ES

The

Mat

eria

ls &

Sup

plie

s bud

get c

over

s a v

arie

ty o

f nee

ds, o

utlin

ed a

s lin

e ite

ms b

elow

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Budg

et

115

MAR

ITIM

E DI

VISI

ON

FY

201

8-19

& 2

019-

20 B

UDG

ET

Acco

unt T

itle

Desc

riptio

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Y 20

17-1

8FY

201

8-19

FY 2

019-

20

EF-A

irpor

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arke

ting,

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rodu

ctio

n se

rvic

es fo

r Por

t mar

ketin

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ater

ials

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GF

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eat &

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tions

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resid

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wer

supp

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174

$

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2,98

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892,

586

$

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ire b

oat

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667,

984

$

3,75

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ng &

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ffic

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raffi

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ship

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in p

ort

278,

940

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pera

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ding

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729

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37

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306,

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MAR

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part

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FIN

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####

####

##

REAL

ESTA

TE&

DEVE

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ENT

DIVI

SIO

NFY

2018

19SE

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NDE

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Char

acte

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####

####

##

REAL

ESTA

TE&

DEVE

LOPM

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DIVI

SIO

NFY

2019

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144

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mai

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g an

d la

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he 

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lan 

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ent. 

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P es

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tion 

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ject

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al e

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g an

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set m

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blic a

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pen 

spac

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mpr

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he P

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spon

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its, l

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ply 

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Plan

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Publ

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mat

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30,0

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NO

N‐P

ERSO

NN

EL S

UBT

OTA

L62

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1,69

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640,

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$           

150

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NIN

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Desc

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FY 2

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GF‐P

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and 

park

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man

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83,6

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GF‐R

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288,

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258,

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PLAN

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ERIA

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sion, a

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e Pu

blic U

tiliti

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omm

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et 

151

Amou

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5010

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Perm

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lar

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7,85

3$

2,13

4,78

8$

1,76

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Mem

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n, O

ther

equ

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enan

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.g. r

adio

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pairs

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kham

mer

s, m

etal

gal

vani

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etc

. 46

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$

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46

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$

Pile

Wor

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, rep

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and

cert

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supp

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Rent

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phal

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nstr

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enta

l 1,

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$

1,

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$

1,

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$

Ca

rpen

ter,

Cons

truc

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equi

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tal

700

$

700

$

700

$

Elec

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Con

stru

ctio

n eq

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l 9,

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$

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$

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r, Co

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and

high

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equi

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Pl

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Sh

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stru

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O

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rent

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her a

s-ne

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000

$

3,

000

$

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nd su

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155

MAI

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Desc

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201

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serv

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31,5

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35

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s & P

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He

alth

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port

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n W

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TWIC

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Acco

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201

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201

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81,0

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59

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162,

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$

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$

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M

aint

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Food

and

refr

eshm

ents

for M

aint

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ce B

BQ/s

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MAT

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MAT

ERIA

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PPLI

ES

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Mat

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supp

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lum

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pain

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plu

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mal

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stru

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