Upload
others
View
1
Download
0
Embed Size (px)
Citation preview
Port 101
Saturday, January 21, 2017 Doane Liu
Deputy Executive Director & Chief of Staff
Board of Harbor Commissioners
Executive Director
MARKETING & CUSTOMER RELATIONS BUREAU
Cargo/Industrial Real Estate
Cargo Marketing
Environmental Management
Planning & Strategy
Wharfingers
Waterfront/Commercial Real Estate
DEVELOPMENT BUREAU
Construction
Construction & Maintenance
Engineering
Goods Movement
FINANCE & ADMINISTRATION BUREAU
Contracts & Purchasing
Human Resources
Accounting
Debt & Treasury
Financial Management
Management Audit
Risk Management
PUBLIC SAFETY & EMERGENCY MGMT. BUREAU
Information Technology
Port Pilots
Port Police
Chief of Staff
EXTERNAL AFFAIRS BUREAU
Commission Office
Communications
Government Affairs
Trade Development
City Attorney
Port of Los Angeles Organizational Chart
2
Mission: “We deliver value to our customers by providing superior infrastructure and promoting
efficient operations that grow our port as North America’s preferred gateway.”
STRATEGIC OBJECTIVE 1 STRATEGIC OBJECTIVE 2
STRATEGIC OBJECTIVE 3 STRATEGIC OBJECTIVE 4
World-Class Infrastructure that Promotes Growth
An Efficient, Secure and Environmentally Sustainable Supply Chain
Improved Financial Performance of Port Assets
Strong Relationships with Stakeholders
Initiative 1 Develop a Capital Improvement Program
(CIP) that improves the port’s operational
strength and financial sustainability.
Initiative 2 Deliver terminal and infrastructure projects
on time and within budget.
Initiative 3 Optimize maintenance to extend
infrastructure life and utility.
Initiative 1 Facilitate supply chain efficiencies and
terminal velocity with supply chain partners.
Initiative 2 Implement security and public safety
strategies that support goods movement
and mitigate risk.
Initiative 3 Continue environmental stewardship
through implementation of programs with
clear and measurable standards.
Initiative 1 Increase cargo revenue by attracting new
volumes and establishing long-term volume
commitments.
Initiative 2 Increase the utilization of port facilities.
Initiative 3 Ensure that port properties are revenue
efficient and reflect current land values and
market-based compensation.
Vision:
Initiative 1 Enhance a world-class customer service
delivery product.
Initiative 2 Attract visitors to the LA Waterfront of
Wilmington and San Pedro.
Initiative 3 Make the Harbor Department the employer
of choice by providing opportunities for
professional development and promoting
excellence.
“We are America’s Port® - the nation’s #1 container port and the global model for sustainability, security, and social responsibility.”
Back to Basics Priority Outcome: Prosperous City Back to Basics Priority Outcomes: Livable City, Prosperous City, Safe City
Back to Basics Priority Outcome: Engaged City Back to Basics Priority Outcomes: Prosperous City, Well-run City
Key Functions of the Harbor Department
• Customer relationships
• Property management
• Lease negotiations Market and Lease Port Property
• Building infrastructure
• Facility repairs
• Environmental mitigation Develop and Maintain Land
• Public safety
• Port pilots
• Cyber security Protect Port Property
• Elected officials & regulatory agencies
• Environmental advocates
• Local community Engage with Stakeholders
• Financial management, planning and analysis
• Human resources and Procurement
• Risk management
Provide Resources to Fulfill
Port’s Mission
San Pedro Bay Port Complex
#1 Container Port in the Americas Founded in 1907
Proprietary City Department
Mayoral-Appointed Board of 5
State Tidelands Trust Guidelines
Traditionally A “Landlord” Port Model
Container Volume
• Twenty-foot Equivalent Units (TEUs)
• 8.2 million TEUs in 2015
• 8.3 million TEUs in 2014
• 7.9 million TEUs in 2013
• 8.1 million TEUs in 2012
• 7.9 million TEUs in 2011
• 7.8 million TEUs in 2010
• 6.7 million TEUs in 2009
• 7.8 million TEUs in 2008
• 8.4 million TEUs in 2007
• 8.5 million TEUs in 2006 (previous best year)
8.8 Million TEUs in 2016
Port of Los Angels Terminals
Future Maritime Support
Peel off yard
TraPac – 185 Acres
Yang Ming – 186 Acres
China Shipping– 136 Acres
Cruise Terminal
SSA Fruit Terminal
WWL Auto
Yusen – 185 Acres
Everport – 205 Acres
Eagle Marine – 292 Acres
APMT– 393 Acres
Cal United– 91 Acres
Pasha Omni
Scrap Metal (FY16) 789,933 metric tons
Autos (FY16) 167,778 units
Fruit (FY16) 82,191 metric tons
Containers (FY16) 8,390,513 TEUs
(+38%)
Our Lines of Business
+30%
Liquid Bulk (FY16) 97,932,355 barrels
Steel (FY16) 2,118,112 metric tons
Visitors to LA Waterfront 1.6 million in 2015
+14%
-28%
+37%
Cruise 123 calls in 2015 (up by 1 call)
A “Full Service” Port
+2.4%
-10%
9
Changing Industry Dynamics
• Ongoing drive by shipping lines to improve TEU slot
cost o Ships are getting much larger
o Creation and realignment of major global shipping line alliances
• Port Competition o Panama Canal Expansion
o Suez Canal
o US Gulf & East Coast Ports
o US West Coast Ports
o West Coast Canada Ports
o West Coast Mexico Ports
• Terminal Automation
POLA Has Key Service Advantages
• 53 feet depth of water
• 8 container terminals, 91 cranes
• Superior intermodal connections Infrastructure
• Proximity to Asia
• 20 million consumer base in Southern California
• Proximity to 1.5 billion sq. ft. of warehouse space Prime Location
• Clean truck program
• Alternative Maritime Power
• Significant decrease in pollution
Environmental Initiatives
POLA Can Serve Mega Ships We serve ships that will be too large to transit the Panama Canal
In December 2015, POLA served CMA-CGM Benjamin Franklin, an 18,000-TEU capacity ship and the largest to call North America
The CMA CGM Benjamin Franklin docked alongside the 15,000-TEU Maersk Edmonton, the second largest vessel to ever call North America
Carriers Are Ordering Larger Ships
CMA CGM Benjamin Franklin exceeds
year 2025 international
emissions standards
A 14,000 TEU vessel costs up to 60% less per slot than a 4,800
TEU vessel.
Scale is the way to cut
costs
14,000 TEU 60% Less/Slot
8,000 TEU 47% Less/Slot
4,800
Growth In Ships Calling at POLA
14
10
15
20
25
30
35
40
45
50
55
Mill
ion
TEU
High Growth Expected Growth Low Growth
CAGR Upside Base Downside Upside Base Downside Upside Base Downside
2015-2040 5.2% 5.1% 4.9% 4.1% 4.0% 3.8% 3.1% 2.9% 2.8%
High Growth
Expected Growth
Low Growth
54.5 52.9 51.3
42.6 41.1 39.5
33.4 31.8 30.9
25 Year Forecast of SP Bay Container Volumes
Source: Mercator International, San Pedro Bay Long-Term Unconstrained Cargo Forecast – February 2016
Gateway of Connectivity SPEED – FREQUENCY - RELIABILITY
Superior Access to US Markets
• Mega-region of 22 million consumers
• Good weather year-round
• 14,000-strong longshore workforce
• 1.8 Billion square feet of warehouse/DC space
• $2.4 Billion Alameda Corridor
• 100 trains daily through LA basin
• 2 Class 1 Carriers: Union Pacific & BNSF
• Access to Major Freight Hubs, including:
Chicago Atlanta
Memphis Houston
San Antonio Denver
Kansas City Dallas
New York
2M
Ocean Alliance
KYH
G4
Mega Shipping Alliances Are Changing Cargo Flow & Predictability
“?”
POLA Is Responding to Changing Industry Dynamics
Deeper joint-port collaboration
o Expanded FMC agreement approved in February 2015 allows SP Bay ports to jointly address concerns relative to congestion and supply chain issues, jointly market the gateway, jointly advocate for favorable funding and legislation, and continue joint efforts on environmental and safety initiatives
Dialogue with Supply Chain Stakeholders and develop efficiency programs that help improve cargo flow
Develop performance metrics that are embraced by Supply Chain Stakeholders
Restore customer confidence in San Pedro Bay
Total loaded, unloaded and empty containers. Sources: Port operator websites
POLA continues to lead North American container ports in terms of volume
POLA Remains Top North American Port - CY 2015
8.2
7.2
6.4
3.7 3.5 3.1
2.5 2.3 2.1
-
1
2
3
4
5
6
7
8
9
POLA POLB NY/NJ Savannah NorthwestSeaportAlliance
Vancouver Virginia Oakland Houston
Mill
ion
s TE
Us
POLA’s Top Trading Partners Remain Stable
Exports (% of Total TEUs)
Imports (% of Total TEUs)
Calendar Year 2015
Source: Piers
China 38.9%
Japan 16.1%
South Korea 10.0%
Taiwan 9.7%
Hong Kong 3.2%
Vietnam 2.9%
Thailand 2.1%
Indonesia 2.0%
Singapore 1.9%
United Arab Emirates
1.5%
All Others 11.7%
China 59.2%
Japan 7.4%
Taiwan 5.6%
Vietnam 5.1%
South Korea 4.4%
Thailand 4.0%
Indonesia 2.4%
Hong Kong 2.3%
Malaysia 1.5%
India 1.2%
All Others 6.9%
Environmental Stewardship
Environmental Investments
• $380.5 M spent by the Port of Los Angeles since FY 2006
• Bulk of investment, $346.2M, spent on three programs:
AMP - $200 M
Clean Truck Program - $113 M
Clean Air Action Plan - $33.2 M
1
• Clean Air Action Plan Clean Truck Program
Vessel Speed Reduction Program
Technology Advancement Program
• Annual Air Quality Emissions Inventory Including operation of real-time air monitoring
stations
• Grant Programs Pasha Green Omni Terminal – ($14.5M)
Everport ZE/Near ZE Demo – ($5.8M)
• Environmental Ship Index Program International Program with 80 participating ports to
incentivize cleanest ships to operate between these locations
• Harbor Department AQ Permit Management
Port of Los Angeles Air Quality Programs
Water Resources Programs
• Water Resources Action Plan (WRAP)
Encompasses water and sediment programs; focus on source control of pollutants into harbor
• Stormwater Management (NPDES)
Permit compliance, Tenant Outreach Program
• Water Quality Monitoring
Inner Cabrillo Beach Bacteria TMDL
Harbor Toxics TMDL – metals and organics
Water, sediment, and fish tissue monitoring
Contaminated sediment management
3
• Biological Resources Management
CA least tern, eelgrass habitat, harbor-wide biological surveys, mitigation for Port development projects
History of Heavy Industry - Legacy of Contamination -
FISH HARBOR
WOOD TREATMENT
SHIPYARDS
LIQUID BULK
History of Heavy Industry - Legacy of Contamination -
Site Assessment and Remediation
• New Property acquisitions • Change in property usage • Change in tenant • Lease expiration • Spill/release • Ultimately reduce liability • Comply with regulations and laws • General Phases of Work
– Phase I Environmental Site Assessment – Phase II ESA and Supplemental Investigations – Feasibility Study – Remediation
Technical Issues • Continued reduction of criteria pollutants
• Cargo volumes increasing
• Climate Change • Reduce dependence on combustion-based engine technologies
• Energy Planning
• Supply Chain Efficiency
72%
2014
93%
2014
22%
2014
77%
2023
2023
59%
93%
2023
Combined 2015 Air Emissions Results
Supports the State’s Sustainable Freight Action Plan
Establishes New Long-Term Greenhouse Gas Reduction Goal
Proposed Strategies:
– Clean Vehicles, Equipment Technology and Fuels
– Freight Infrastructure Investment and Planning
– Freight Efficiency
– Energy Resource Planning
Draft Clean Air Action Plan 2017 Update
ONGOING OUTREACH
• CAAP 2017 Discussion Document released on November 17, 2016 at:
www.cleanairactionplan.org
• Comments are due by Friday, February 17, 2017
Upcoming CAAP 2017 Meetings:
• Community Meeting to address the CAAP 2017 Discussion Document -
January 24, 2016, 6 to 8pm, Banning’s Landing Community Center
• Joint Ports’ Board Meeting to approve the Final 2017 CAAP Document -
Spring of 2017, time and location to be determined
CAAP 2017
Environmental Stewardship
Capital Improvement Projects
Terminal Projects
52%
Transportation Projects
7%
Security Projects
< 1%
Public Access/ Environmental Enhancements
21%
Maritime Services
20%
$803 Million Fiscal Years 2016-2020
CIP Projects – Revenue Producing & Targeted to Improve POLA’s Competitive Position
• CIP supports strategic goal of safe, secure and sustainable supply chain
• POLA expects to fund the CIP with cash, grants and commercial paper
Source: POLA
36
Historical and Projected CIP $
in m
illio
ns
Fiscal Year
101 97
163
301
231
139
234
316
237
151 146 149
193
136
48
-
50
100
150
200
250
300
350
2007 2008 2009 2010 2011 2012 2013 2014 2015 2016Unaud
2017Proj
2018Proj
2019Proj
2020Proj
2021Proj
37
Key CIP Projects Support Growth
1 2
3
5
6
4
10
7
Terminal Projects
1. TRAPAC: Most advanced container terminal with
advanced technology for new backland and rail yard
~$510M
2. Yang Ming: Reconstruction of existing container berth
and expansion of existing rail yard ~$122M
3. Everport: Upgraded wharf and backland ~$48M
4. Cruise Terminal: AMP system expansion ~$16M
5. YTI: Upgraded wharf and expansion of TICTF ~$69M
6. EMS: Multiple expansion elements for existing container
terminal ~$200M
7. APMT: Expanded rail support and loading tracks - TBD
Non-Terminal Projects
8. AltaSea Development: Urban marine research and
innovation center ~$58M committed
9. LA Waterfront Development: ~$100M committed over
the next five years
Transportation Projects
10. I-110 Connector Improvement Projects: ~$104M
Various locations:
Marine Oil Terminal Engineering & Maintenance
Standards Implementation: Liquid bulk wharves
upgraded/replaced at various locations ~$180M
8
9
* Note: CIP $ reflect the total dollar cost of projects, and historical spending is included in these total costs
Main Channel Deepening Project
38
Construction Contract: $315,000,000
Completed in 2013
Depth -53’
-15 Million Cubic Yards dredged
-New Landfills
-Habitat Expansion
39
I-110 Connector Improvement Projects
40
I-110 Connector Improvement Projects
TraPac Terminal - Berth 136-147
Status: In Construction Project Elements
• 240 Acre Automated Terminal • On-dock rail • 2 Deep Water Berths (-53’) • Buildings, Gates, Backland areas • Start/Finish:2008/2017
Projects in Construction • Backland • ICTF • Buildings and Main Gate • Crane Maintenance Building
• Project Total - $510.3M • FY 14/15 - $100.4M
TraPac Terminal - Automation
43
TraPac Terminal - Berth 136-147
44
TraPac Terminal - Berth 136-147
Yusen Terminals - Berths 212-224
Status: In Construction
Project Elements
• 2600 LF wharf upgrade
• -53’ draft
• Additional loading track
Schedule
• EIR certification: 10/16/14
• Start Construction: June 2015
• Complete Construction: May 2017
• Project Total - $58 M
Project Total - $43 M
Status: In Design
Project Elements
• 2,800 LF wharf upgrade -53’ (16.1 M) and -47’ (14.3 M)
• 1.5 acre backland
Schedule
• EIR NOP/NOI: 10/24/14
• Certification: 4Q 2017
• Construction Start: Spring 2018
Everport Terminal - Berths 226-236
Status: EIR/EIS
Project Elements
• 1,260 L.F. Wharf (384 M)
• New wharf with 53’ (16.1 M)
• Rail (2 new loading Tracks)
• New 100’ gauge cranes
Schedule:
• EIR/EIS Certified 2nd Qtr 2018
Yang Ming Terminal - Berths 121-131
Project Total: $120 M
MOTEMS
Projects: $178M
– B 238 ExxonMobil
– B 167-169 Shell
– B 163 Nustar
– B 148-151 Phillips 66
– B 164 – Valero
– B187-191 Vopak
– Schedule: FY16/17 – FY 19/20
48
Planned/Proposed Rail Projects ($2.2B)
• YTI/TICTF Expansion
• WBCT IY Expansion
• Control Point (CP) Mole
• Pier 400 IY Expansion
• Pier 300 IY Expansion
• Seaside IY (New Evergreen IY)
• Pier 400 IY Second Lead Track
• Pier G IY South
• BNSF SCIG
• UP ICTF Modernization
• New Cerritos Channel Bridge
• Thenard Junction
• Pier B Street Railyard
• TI Wye Track Realignment
• Navy Mole Storage Yard
• Terminal Island Support Yard
• B200 Railyard Expansion
Port Information Portal Pilot Project
Beneficial Cargo Owner
Chassis Providers
U.S. Customs and Border Protection
Terminal Operator
Shipping Line
Beneficial Cargo Owner
Beneficial Cargo Owner
Beneficial Cargo Owners
Chassis Providers Chassis
Providers
Trucking Companies Beneficial
Cargo Owners Beneficial
Cargo Owners Beneficial
Cargo Owners Beneficial
Cargo Owners Beneficial
Cargo Owners Beneficial
Cargo Owners
Trucking Companies
Trucking Companies
Trucking Companies
Trucking Companies
Chassis Providers Railroads
Chassis Providers Other Data Sources
Data Solutions - Portal Concept
50
Selection of GE Transportation – approved by Board and City Council
One terminal, one steamship line, and one string of ships
Channeled, secure access to data that supply chain stakeholders need
Benefits supply chain efficiency, transparency, and reliability
Launch in spring 2017
Data Solutions Pilot Program
51
Port Finance
Financial Performance Goals
Key Financial Metric Minimum
Proposed
FY 16/17
Debt Rating AA AA
Debt Service Coverage 2.0x 2.3x
Operating Margin 45% 45%
53 ROUNDING OF FIGURES MAY OCCUR
FY 16/17 Revenues – $452.8M
Shipping Services,
$382.6M , 84%
Rentals, $41.7M, 9%
Royalties & Fees, $10.3 , 2%
Clean Truck Program, $2.3 ,
1%
Other Operating
Revenue, $15.9 , 4%
ROUNDING OF FIGURES MAY OCCUR 54
Revenues Correlated with Cargo Volumes
$375.5 $374.9
$329.3 $327.6
$343.5
$357.7 $347.9
$377.2
$360.5 $369.9
8.7
8.1
7.3 7.2
7.9
8.2
7.8
8.2 8.1
8.5
6.0
6.5
7.0
7.5
8.0
8.5
9.0
9.5
10.0
$200.0
$250.0
$300.0
$350.0
$400.0
2007 2008 2009 2010 2011 2012 2013 2014 2015 2016(Proposed)
Mill
ion
s
$ M
illio
ns
Fiscal Year
Shipping Services TEUs*
*TEUs = Twenty-foot Equivalent Units, a measurement used when counting cargo containers. Note: FY 2014 Shipping Services revenue includes $2.3 million for general rate increase from July-November 2013
Operating Revenues and Expenses Past, Present, Proposed, Projected
$426 $402 $407 $401 $410
$397
$426 $447
$429 $435 $453 $461
$483
$534 $521
$222
$254
$210 $210 $200 $205 $205
$234 $240 $233 $249 $258 $267 $271 $277
$150
$200
$250
$300
$350
$400
$450
$500
$550
Operating Revenues Operating Expenses Operating Income
$2
04
$1
48
$1
97
$1
91
$2
10
$1
92
$2
21
$2
13
$1
89
$2
02
$2
04
56
$2
03
$2
16
$2
63
$2
44
ROUNDING OF FIGURES MAY OCCUR
FY 16/17 Operating Expense Categories $249.0M
Salaries and Benefits, $133.8M,
53.7%
City Services, $42.5M, 17.0%
Oustide Services, $36.1M, 14.5%
Other Operating Expenses, $25.2M, 10.2%
Materials and Supplies,
$7.3M, 2.9%
Marketing & Public Relations,
$3.2M, 1.3%
Travel Expenses, $0.9M, 0.4%
57
*Other Operating Expenses include $(13.7) in Indirect Allocations to Overhead. Without Allocations, Other Operating Expenses are $38.9M.
POLA Debt Portfolio
-
10
20
30
40
50
60
70
80
90
100
201
7
201
8
201
9
202
0
202
1
202
2
202
3
202
4
202
5
202
6
202
7
202
8
202
9
203
0
203
1
203
2
203
3
203
4
203
5
203
6
203
7
203
8
203
9
204
0
204
1
204
2
204
3
204
4
204
5
Mill
ion
s
Debt Service Post-Refunding Savings
Outstanding Debt: $909 M FY 2017 Debt Service: $88 M
“AA” Credit Rating
Port Finance Summary: $400M/$200M/$200M
• Revenues, expenses, and income have been consistent over the past five years
o $400 million± in Revenues
o $200 million± for Operating Expenses
o $200 million± as Operating Income for Capital Projects and Debt Service
59
Our Challenge: A Balanced Budget
• Annual capital cost and debt service cost exceeds income, FY14/15 example results in $130 million shortfall
• Cash reserves cannot cover shortfall if trend continues
• e
60
$281
$70
$0
$50
$100
$150
$200
$250
$300
$350
$400
Income CIP Debt Service
$351M Total
$221
Future Borrowing Is Limited: $100M Remaining
• $200 million in income sustainably supports a long-term debt load of $1.2 billion to fund capital projects
o $1.1 billion of existing debt
o $100 Million of Long Term Debt Capacity remains
• A
• e
61
$1.2 $1.1
$0.1 $0
$0
$0
$1
$1
$1
$1
$1
Total Debt Capacity Existing Debt Potential FutureBorrowings
($ b
illio
ns)
Fiscal Year 2014/2015
Public Access Investment
Plan
Public Access Investment Plan
Over 10 years, the policy invests approximately $400+ million in public access projects, operations and maintenance
• $200+ million for Public Access Projects, potentially including o Ports O’ Call: $50 million* (Promenade, Sampson Way & 7th St, Town Square)
o Avalon Corridor: $85 million* (Avalon South 1A, Avalon North, Pedestrian Bridge)
o And more…
• $200+ million on Public Benefit Operating Expenses, potentially including o Operating & Maintenance for all new Public Access facilities
o Existing Public Benefit Facilities (Cabrillo Marine Aquarium, Maritime Museum, etc.)
o Existing Park Maintenance (22nd Street Park, Wilmington Park, etc.)
o Community Events (Cars & Stripes, Lobster Fest, etc.)
o Educational Programs (International Trade sponsorships, LA Maritime Institute TopSail, etc.)
o And more…
* Preliminary cost estimates
63
Public Access Investment Plan
Provides port Staff guidelines to plan and budget the LA Waterfront over the next 10 years
• Allocation of 10% of the Port’s annual Operating Income to build LA Waterfront public access projects.
• Continuation of the funding of investments in non-capital public benefits projected to include $200 Million over 10 years.
64
Public Access Investment Plan
CIP Summary ($000)
Project Elements 2015/ 2016
2016/2017
2017/2018
2018/2019
2019/2020
2020/ 2021
Total CIP
Cost
Sampson Way & 7th St Intersection $1.9 $6.6 $5.0 $0.1 $13.6 Ports O’Call B. 80-83 Waterside Improvements $0.1 $0.2 $0.8 $3.0 $1.6 $5.7 Town Square at 6th Street and Ports O’Call Promenade $1.0 $1.0 $4.5 $17.2 $8.9 $0.3 $32.9 Ports O’Call Demolition and Clean Up $0.1 $0.6 $2.0 $1.0 $3.7 Wilmington Waterfront Promenade and Catalina Freight Demo $0.3 $1.1 $2.4 $18.2 $24.1 $6.6 $52.7
Wilmington Pedestrian Bridge $0.5 $0.5 $9.7 $4.1 $0.1 $14.9
CIP Yearly Expenditures $3.3 $9.4 $13.8 $50.2 $39.8 $7.0 $123.5
Total CIP $123.5 6-Yr Average = $20.58 M
Wilmington Waterfront
An aerial rendering of the future Wilmington Waterfront, from Banning’s Landing to Avalon Corridor and Wilmington Waterfront Park
Wilmington Waterfront Promenade
Wilmington Waterfront Pedestrian Bridge
San Pedro Waterfront
Approved Project
Ports O’ Call Redevelopment
San Pedro Public Market
Sampson Way
SAMPSON WAY INTERSECTION
San Pedro Public Market
San Pedro Public Market
San Pedro Public Market
City Dock One
AltaSea - Marine Research Center
AltaSea - Marine Research Center
San Pedro Waterfront – Future Developments
Approved Project
Outer Harbor Development
Warehouse One Adaptive Re-Use
Marina Landside Development
Harbor Blvd/22nd Street Re-alignment
Community Investment
Community Relations Budget
FY 2016-17
$3.7 Million
Which includes:
-Grants
-Business-Related Sponsorships & Memberships
-Advertising – business and community
-Educational Programs (school boat tours, TransPORTer, etc.)
-Community Events
-Commission Meetings Taping
-Materials Printing (coloring books, etc.)
-Promotional Items - business and community
Community Relations Officers
From Left to Right:
• Officer Stacey Creech
• Officer Jane Britten
• Sergeant Jose Alvarez
• Officer Aldo Morales
Other Community Giving
Port of LA Employees:
• Donated $5,000 to sponsor two Special Olympics athletes in
2015
• Hold an annual Canned Food Drive at Thanksgiving to benefit
local non-profits
• Hold an annual Toy Drive at the Holidays to benefit local non-
profits
• Donate generously to periodic Pet Supply drives for the San
Pedro animal shelter
• Support Operation Teddy Bear with materials and a small
grant. Employees participate in distributing backpacks to local
first grade students
Community Investment Grants
• Community Investment Grants are for community programs, projects and events that have a Port
“nexus” – a connection or link
Grant awards focus on initiatives that:
• Promote the LA Waterfront in San Pedro and Wilmington, as active visitor-serving destination
• Promote the Port of Los Angeles and the maritime and LA Waterfront related jobs the Port
generates
• Address impacts of the Port of Los Angeles and maritime operations on surrounding communities,
including health, aesthetic and environmental impacts
• Promote and implement sustainable practices for preservation and conservation of natural
resources in the Port environment, from air and water quality initiatives, to renewable energy,
wildlife and biological resources at the Port
• Provide education, training and/or workforce development in the areas of:
• Shipping, fisheries, international trade and maritime industry
• Marine-related sciences and technology
• Port and maritime history
• Port and marine-related safety and emergency management
Funding is made available in 3 categories:
• Small Grants ($5,000 and under) = $30,500 total
• Medium Grants ($5,001 to $99,999) = $374,500 total
• Large Grants ($100,000 and over) = $595,000 total
• Organizations must be nonprofit with 501(c)(3) tax-exempt status
• FY 2017 – 18 Grant Applications will be available in March 2017
Community Investment Grants
Last Year
• 56 Applications Received
- total ask $3,183,404 (up from 15/16)
• 27 Grants Awarded - $1,000,000
3 Year Total
• 245 Applications Received
- total ask $11,813,232
• 112 Grants Awarded - $3,000,000
Events - 2017 • Lunar New Year Celebration - Saturday, January 21st
• Youth Leadership Conference - Saturday, February 25th
• Harbor Cup Regatta - Friday – Saturday, March 10th – 12th
• Chalk Festival & Tree Giveaway - Saturday, April 22nd
• Free Harbor Boat Tours - Saturday, May 20th
• 9th Annual cars and Stripes Forever! - Friday, June 30th
• Lobster Festival - Friday - Sunday, July 14th thru 16th
• Movie Night - Finding Dory - August 4
• Fleet Week - September 1st thru 4th
• Movie Night - Moana - October TBD
• Happy Harbor Halloween - Saturday, October 28th
• Wilmington Winter Wonderland - Saturday, December 2nd
• Holiday Harbor Afloat Parade - Saturday, December 2nd
Lunar New Year
Today!! A Free Cultural Event with plenty of Entertainment, Lion Dancers, Crafts (for the children), a Petting Zoo, Food, and Fireworks! The lineup includes: • UCLA Vietnamese Student Association • Tai Chi with Angie Sierra • The Fantastic Patrick – juggler • Fujima Seiyumi Kai dancers of Gardena • Los Angeles Chinese cultural center
folk dancers • Korean Dance Academy • Dragon Martial Arts Demo • Wushu Shaolin Lion Dancers • Kokoro Taiko Kai of Long Beach • Fireworks Finale
Thank you!! www.lawaterfront.org
Like us @ www.facebook.com/lawaterfront
WEBSITE & SOCIAL MEDIA
LA Waterfront Website
Thank You!