Port 101 - San Pedro,...

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









• 8.5 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

“?”

http://www.hapag-lloyd.com/en/home.html

http://www.oocl.com/eng/

http://www.cma-cgm.com/

http://www.kline.com/

http://www.maersk.com/

http://www.apl.com/index.html

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

[email protected]

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

http://www.cleanairactionplan.org/

mailto:[email protected]

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


44


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 Owners

Chassis Providers Chassis

Providers

Trucking Companies 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


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


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

City Dock One

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

http://www.lawaterfront.org/

Thank You!

Port 101 - San Pedro,...

Documents

Transcript of Port 101 - San Pedro,...