Agenda Reports - Port of Oakland

OMAR BENJAMIN
Executive Director
DOUGLAS WARING
Deputy Executive Director
JOE WONG
Deputy Executive Director
DAVID L. ALEXANDER
Port Attorney
JOHN T. BETTERTON
Secretary of the Board
ROLL CALL
PORT OF OAKLAND
BOARD OF PORT COMMISSIONERS
530 Water Street • Oakland, California 94607
Telephone: (510) 627-1100
Facsimile: (510) 451-5914
TDD/TTY - Dial 711
E-Mail: boand@portoakland.com
Website: wy(v.porrotoaklandicom
AGENDA
Regular Meeting of the Administration Committee
Commissioner Batarse, Chair
President Ayers-Johnson
Commissioner Uno
CLOSED SESSION (4:30 p.m.)
Tuesday, November 25, 2008 — 4:30 p.m.
530 Water Street — Boardroom
Personnel Items As Provided For Under Government Code Section 54957
Conference With Legal Counsel — Ant cip
subdivision (b) of Section 54956.9
DARLENE AYERS-JOHNSON
President
VICTOR UNO
First Vice -President
MARGARET GORDON
Second Vice - President
ANTHONY A. BATARSE, JR.
Commissioner
KENNETH KATZOFF
Commissioner
MARK McCLURE
Commissioner
PATRICIA A. SCATES
Commissioner
ted Litigation - Significant exposure to litigation pursuant to
Conference With Labor Negotiators. Pursuant to Subdivision (f) of Section 54957.6
Public Employee Discipline/Dis
OPEN SESSION
STAFF REPORTS
issal/Release
Maritime and Aviation Project Labor Agreement (MAPLA) Progress Report - January 1,
2008 through June 30,2008
2. Review of Performance Measures: Corporate Administrative Services Division;
Engineering Division; Environmental Programs & Planning Division; IT Division; and So
Responsibility Division
24905

3. Report of Hires, Terminations and Leaves of Absence, for the Quarter Ended September
30, 2008
BOARD ITEMS FOR DISCUSSION
Corporate Administrative Services Echelberry
4. Creation of a New Classification and One (1) Position of Airport Business Manager in the
Aviation Division
5. Extension of the Following Eligible Lists:
A) Port Junior Engineer (Electrical/Mechanical Work) Expires 2/28/09
B) Port Assistant Engineer (E&M Work) Expires 3/21/09
C) Port Associate Engineer (Electrical/Mechanical Work) Expires 1/12/09
D) Port Assistant Environmental Planner Expires 2/21/09
E) Administrative Specialist Expires 3/3/09
EXECUTIVE OFFICE 0. Benjamin
6. Acceptance of a $984,000 High Priority Project grant authorization from the California
Department of Transportation/Federal Highway Administration, and authorization for the
Executive Director to execute two agreements between the Port of Oakland and the BNSF
Railway and the Alameda County Congestion Management Agency, for $150,000
and $360,000, respectively, for rail capacity plans and studies.
INFORMATION TECHNOLOGY F. De Palm
7. Authorization for the Executive Director to Execute an Agreement with Booz Allen Hamilton,
Inc. to Modernize the Port's Websites for $921,040
8. Authorization for the Executive Director to Execute Agreements to Acquire, Implement and
Host Enterprise Resource Planning (ERP) System at the Port of Oakland in an Amount
Disclosed to the Board of Port Commissioners
9. Authorization for the Executive Director to Execute Enterprise Resource Planning
(ERP) Phase 1A Consultant Agreement for $147,000: Authorization for the Executive
Director to Execute ERP Phase 2 Consultant Agreement for an Amount Disclosed to the
Board of Port Commissioners
OPEN FORUM
214905
The Committee will receive public comment on non-agenda items during this time.
Please fill out a speaker card and present it to the Committee Secretary.
2

ADJOURNMENT
The next regular meeting will be held on Tuesday, January 27, 2008 at 4:30 p.m.
Public Participation
This meeting is wheelchair accessible. To request materials in alternative formats, or to request an ASL
interpreter or assistive listening device, please call the Board Secretary, John Bettenon, at 510-627-1696 or
TDD/TYY – Dial 711 at least three working days before the meeting. Please refrain from wearing
scented products to this meeting so attendees who experience chemical sensitivities may attend.
You may speak on any item appearin g on the Agenda. Please fill out a Speaker's Card and give it to the
Board Secretary before the start of the meeting. All speakers will be allotted a minimum of two minutes.
Should you have questions or concerns regarding this agenda, or wish to review any of the Agenda Related
Materials, please contact the Board Secretary, John Betterton, at 510-627-1696, or visit our web page at
ww nA .portofoakland.com,
To receive Port Agendas and Agenda Related Materials by email, please email your request to
boarcliaIponoakland.cont.
21 4 955

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PORT OF OAKLAND MEMO
To:
From:
Date:
Re:
Administration Committee
Commissioner Anthony A. Batarse, Jr., Chair
President Darlene Ayers-Johnson
First Vice President Victor Uno
Diann Castleberry, Director of Social Responsibility
November 25, 2008
Informational Report – Maritime Aviation Project Labor Agreement (MAPLA)
Progress Report (6 months: January 2008 – June 2008)
Enclosed is an informational report providing a six (6) month progress update on the Port of Oakland
Maritime Aviation Project Labor Agreement (MAPLA) covering the period of January 1, 2008 through
June 30, 2008.
As you know, the Port of Oakland MAPLA was designed to ensure project labor stability, employment
of Port Local Impact Area (LIA) residents, and the utilization of Port-recognized small businesses. Its
unique Social Justice Program continues to be recognized as a leader in meeting local hire objectives
among East Bay public works construction programs. As you review the report, you will see that
MAPLA continues to meet this intent and serve as a model for multi-stakeholder collaboration and
administration.
In an effort to make the document more community friendly, you will also notice that the report has a
subtle change in format. The report is smaller, but maintains important data and visuals to provide a
snapshot of the 6 month period along with substantive program information in succinct narrative form
that also spans the life of the program since adoption by the Board in 2000.
The report was pulled together by the MAPLA Progress team, including representatives from Davillier-
Sloan, Inc., Parsons Constructors, Inc., Marstel-Day, LLC and the Port of Oakland's Engineering and
Social Responsibility Divisions.
I hope you enjoy the new format; the MAPLA Progress team is interested in knowing what you think.
Do you like the new format? Is it easy to read and understand? Is there anything missing? Please
forward your comments to dcastleberryportoakland.com or iyoshioka(D,portoakiand.corn.
It is requested that the Committee accept this report.
Cc: Oakland Board of Port Commissioners
Omar Benjamin, Executive Director
Joe Wong, Deputy Executive Director

PORT of OAKLAND
MARITIME and AVIATION
PROJECT LABOR AGREEMENT
PROGRESS REPORT
January 1, 2008 through June 30, 2008
Presentation to the
Board of Port Commissioners
Administrative Committee
November 25, 2008

Acknowledgements
This report was complied by the following:
Davillier-Sloan, Inc.
Parsons Constructors, Inc.
Marstel-Day, LLC
Port of Oakland Engineering Division
Social Responsibility Division
Further thanks to Social Justice partners for their contribution to this report:
Tradeswomen, Inc.
Workforce Collaborative
TABLE OF CONTENTS
EXECUTIVE SUMMARY 3
UPDATE 3
WHERE ARE WE NOW? 4
PROGRESS REPORT 5
MAPLA COMMITTEE STRUCTURE 5
LABOR RELATIONS 5
MAPLA LOCAL HIRE PROGRAM 6
Goals 6
Performance 6
Table 1: MAPLA Performance Summary 6
Chart 2: MAPLA Construction Hours by Craft 7
MAPLA Pace Setters-Contractors 8
MAPLA Pace Setters-Craft Unions 8
Off Site LIA Apprentice Utilization/Non MAPLA Projects 8
Table 2: NON-MAPLA (Off-Site)Apprentice Utilization 8
Chart 3: Comparison of Overall Local Workforce Utilization by Craft 9
Chart 4: Local Apprentice Utilization by Craft 10
SOCIAL JUSTICE TRUST FUND 10
HIGHLIGHTED MAPLA ACCOMPLISHMENTS 11
MAPLA SOCIAL JUSTICE TRUST FUND RETENTION PROJECT. 11
DECONSTRUCTION PROJECT - BUILDING 802 11
POSITIVE IMPACTS OF PORT'S PROJECT LABOR AGREEMENTS 12
CONCLUSION/CHALLENGES GOING FORWARD 12

Executive Summary
Update
The Maritime and Aviation Project Labor Agreement (MAPLA) was adopted by
the Board of Port Commissioners in 2000. It was intended to cover the Capital
Improvement Program (CIP) for the Port's Aviation and Maritime areas. In response
to Board policies, the MAPLA was designed to ensure project labor stability, the
employment of Port Local Impact Area (LIA) residents, and the utilization of Portrecognized
small businesses, the Port's significant maritime and aviation
modernization programs — Vision 2000 and the Airport Terminal Expansion Project
respectively. MAPLA also covered other OP projects in the Maritime and Aviation
areas, and major maintenance.
Initially, adopted for five years (through December 2004), MAPLA was extended
for two years as a result of the settlement of an arbitrator's award extending
coverage of MAPLA to Port tenant's construction activities (through December 2006)
and has been further extended three times by Board action and the concurrence of
the Building Trades Unions. Under the current extension, MAPLA will be extended
on a month-by-month basis until such time as either the Port or the Unions provide
90 days notice of their desire to cease further extensions.
MAPLA continues its cornerstone position as a catalyst for Local Impact Area
(LIA) employment opportunities and sound labor relations.
• The Board should continue to be pleased that its MAPLA projects have enjoyed a
solid labor relation's environment over the past seven years. Port projects have
not been subject to labor disruption. Given the large number of contractors with
differing labor relations approaches, this is a remarkable feat. There were no
major labor relations' issues that developed over the reporting period.
• Local unions continue to process grievances through the MAPLA's established
and standardized dispute resolution procedures. Craft jurisdiction remains a key
interest of Labor but disputes are resolved away from the construction projects
thereby insuring no disruptions.
• The Unions have ensured the dispatch of the skilled workforce that the Port
sought to ensure sound and on-time construction of its projects, and they have
worked successfully with non-union contractors working under the MAPLA to
ensure that those contractors could use both their "core" employees and
integrated skill union members into their work crews.
• The employer-union joint apprenticeship programs have provided key
opportunities for LIA/LBA residents to receive on-the-job training on the MAPLA
construction projects. Since inception over 3.5 million craft hours have been
worked under the MAPLA resulting in 1.1 million LIA craft hours of employment —
or 31%. When LIA and Local Business Area (LBA) resident craft hours are
combined, over 2.1 million — 59.5% — of the total craft hours were performed by
LIA/LBA workers, well over the 50% goal established in MAPLA.

Where are we Now?
As we move forward into the future of continued reductions in the Port's own CIP
activities and the transfer of development and construction activities to tenants and
Public Private Partnerships, MAPLA can continue to be relevant to achieving the
objectives of the Board – local employment and business utilization on the one hand
and labor stability/skilled work force application on Port projects on the other.
The reduced construction activity and the economic downturn have both created
new challenges for the program, as contractors retrench to their core crews.
Nonetheless, the MAPLA team has developed a strong process for engaging the
community-labor-contractor communities to achieve these goals. We believe that it
is the view of each of these three sectors that the Port's commitment to local hire
has both been a success in its own terms and has positively influenced
developments in the larger community.
What follows is our semi-annual report, which has been modified in form to
ensure that you receive all of the relevant information in the most accessible and
concise format available. We remain available to answer any questions you may
have on the continued success of the program.

'Work to ensure
stands,/ loco hire
JOINT ADMINISTRATIVE COMMITTEE-
(6 Labor- Management)
(MARLA Art AV SAO/JOAO
Forum fa Conflict Resolulco
Meets as Needed
SOCIAL JUSTICE SUBCOI
(l(r& Labor - 4 Management - 4 C
{Appointed}
IIVAPLA Section 3
ReSenaisto arbdratton. W arn APenAln
OSY)ite PeSOhlten
Meets As Needed
V
Recommendation
for grant funding.
PROGRESS REPORT
MAPLA Committee Structure
A number of committees work to ensure that the MAPLA labor stability and local
hire provisions work effectively. We have depicted them and their working
relationship in the table below.
MAPLA Committee
RecommAndationt,
grant font;
Requests for filing of
grievances for faiWre to
hire Li TVLBA residents
SOCiW JUSTICE TRUST -h
iT Labor- 7 Management)
(Appointed)
hod by JAC as forum to manage
ds for community grants,
nt demon; g:
arreAy
ructure
Labor Relations
Advice 011 bona comMonce,
DrAposed settleMeltS, and
of grievances
IOCIAL JUSTICE
abor-Management-
(Open MeMberthip)
MAPLA. Art Hi Sena, i)
ft Emir Other Month
Hire Subcommittee
Om' nagement-Community)
(Open Membership)
Established by SA Committee)
=sleets Sionthty
MAPLA projects enjoyed labor stability during the reporting period, this despite
tensions in the industry of craft jurisdiction. No work stoppages occurred on Port
projects during the period and now for more than seven years. Minor grievances
were resolved at the project level with no dispute requiring arbitration.
It should be noted that stable labor relations were maintained during a period of
instability at the national level. Fortunately, internal disputes among the Trades did
not flow-down to project disputes.
The MAPLA process of requiring pre-job conferences between the General
Contractor/subcontractors and the Unions continued to prove its merit. Disputes are
surfaced early and receive the required attention to insure smooth project
operations.

MAPLA Local Hire Program
Goals
The MAPLA Local Hire Program continues to advance the Port's local-hire goals.
MAPLA sets specific goals for the hiring of residents from the Port's Local Impact
Area (LIA) and the Local Business Area (LBA). The LIA is the cities of Alameda,
Emeryville, Oakland, and San Leandro. The WA is the remaining cities in Alameda
County and all of Contra Costa counties. To achieve the MAPLA goal that local
residents receive jobs on Port projects, the agreement provides that when the
workforce is available, capable and willing to work, each Contractor and
subcontractor must satisfy the following requirements over the course of the project.
• LIA Residents are to perform 50% of all hours worked, on a craft-by-craft basis to
ensure local-resident utilization in all crafts. If LIA residents are not available,
capable or willing to work, LBA residents may count for compliance purposes.
• In relation to apprentice utilization, subject to any restrictions by law, apprentices
are to perform 20% of all project hours performed on a craft-by-craft basis and
the goal is that all of these hours will be performed by LIA resident apprentices,
with LBA resident apprentices as an allowable back up.
Performance
The overall results of the local-hire program and the results in this period are
displayed in Table 1. Under prevailing wage and other rules, certain craftwork is not
eligible for placement of apprentice workers, notably the work of Teamsters,
Laborers working in Asbestos Abatement, and some dredging and barge work. In
order to more accurately reflect apprenticeship participation as a percentage of
MAPLA craft hours worked during this reporting period, the shaded column shows
Apprentice participation as a percentage of the total available Apprentice Hours
(i.e., the "apprenticeable hours") worked for the period.
Table 1: MAPLA Performance Summary
MAPLA
Cumulative Results
Thru December 07
MAPLA % of
Hours Total
Total Hours Worked 1 3,377,2521
LIA Residents 1,052,978 31.18%
LIAILBA Residents 2,015,858 59,69%
Total Apprentices 432,810 12.82%
LIA Apprentices 209,001 6.19%
LIAILBA Apprentices 332,614 9.55%
January through June 2008
MAPLA
%of last Apprentice
hours for
six trades
last six
months hours only
months
165,8541 061
41,755 25.18% 1,094,7331 0.90 50%
87,577
14,190
6,153
11,454
52.80%
8.55%
3.71%
6.913
LIA = Cities of Oakland, Alameda, Emeryville, and San Leandro
LIA/LBA = Counties of Alameda and Contra Costa including OA cities
Cumulative
Results Thru June
08
MAPLA % of Goal
Hours Total
2,103,435 59.37 50%
447,0001 12.6% 20%
215.1541 6.07 20%
334,0681 9 43 20%

Given the decline in construction activities in this period mentioned earlier ; we
have seen a one-third decline in apprentice utilization; this is reflected in the overall
LIA/LBA apprentice utilization as well – a decline of 1/3. Harder hit was the LIA
apprentice utilization, with about a 40% decline. We have seen this trend before
during low construction periods, and we will continue to deploy our targeted strategy
of securing LIA apprentice utilization on eligible projects.
Of overall significance is the fact that over the life of MAPLA we have achieved
well over 200,000 hours of LIA apprentice participation, which translates into 5,378
weeks of LIA apprentice employment – or over 100 worker years( Adding LIA and
LBA apprentice hours together, MAPLA has generated over 160 worker years of
employment for these Port residents. This is precisely the focused social-justice
goal of the Commission: building careers in the construction trades for LIA and LBA
residents.
The crafts that have historically performed the bulk of construction work on the
MAPLA continued to dominate the total hours worked during the report period. In
descending order of total hours worked, the following Trades recorded the largest
number of hours (of those working more than 10,000 hours and more than 5% of
the total project activity).
• Laborers 29% of total hours worked 48,584 hours
• Operators 25% of total hours worked 41,344 hours
• Pile Drivers 18% of total hours worked 29,640 hours
• Electricians 6% of total hours worked 10,471 hours
• Cement Masons 6% of total hours worked 10,236 hours
The intense concentration of work – 84% of the total – during this period with
these trades makes attainment of our apprentice goals more difficult, given the legal
restrictions that exist on apprentice utilization for much of the work these crafts
perform.
Chart 2: MAPLA Construction Hours by Craft
(Trades with more than 1% of Craft Hours)
Percent of Craft Hours
o Operanng Fromm
'es =Ms Dmess
M Mom:mans
men: Masons

MAPLA Pace Setters-Contractors
LIA hiring is the core of the MAPLA local-hire program. With several other jurisdictions
in the local area having local-hire programs under their PLA agreements, local residents
may not be readily available for dispatch to contractors working under the MAPLA. An
added factor impacting the local-hire goals was the phasing out of construction activity on
the Airport Terminal Two and Roadway – Civil Site Work projects and the attendant
downsizing that goes with project completion.
Nonetheless, several contractors are to be commended for local hiring
accomplishments during the reporting period.
Contractor Craft LIA % Apprentice % LIA Apprentice%
Dutra Construction Pile Drivers 58.3% 48.9% 35.8%
Manson Operators 68.5% 19.8% 19.8%
Pile Drivers 19.6%
OC Jones & Sons Laborers 50%
St. Francis Electric Electricians 42.1%
MAPLA Pace Setters -Craft Unions
The following trade unions compiled local impact area and local impact area apprentice
participation levels of note. The work down turn at the Terminal Two and Roadway – Civil
Site Work projects and the reductions in crew sizes impacted the local residents'
participation levels.
During the reporting period the following crafts led the way in relation to LIA and LIA
apprentice dispatch to contractors performing MAPLA construction work.
Craft LIA % LIA Apprentice % Combined %
Asbestos Removals
Laborers 63.16%
Pile Drivers 29.55% 9.89% 39.44%
Plumbers 21.23% 10.34% 31.57%
Off Site LIA Apprentice Utilization/Non MAPLA Projects
The MAPLA program structure contains a unique program aspect that is intended to
further maximize local resident apprentice participation employed by contractors performing
MAPLA work. Contractors that participate in MAPLA project activity can receive up to 50%
credit towards reaching their local-hire goals by utilizing apprentices from the Local Impact
Area (LIA) on their non-MAPLA Projects during the period of their performance on the
MAPLA work.
Table 2: NON-MAPLA (Off-Site)Apprentice Utilization
Non AKA (Off-Site) Apprentice Utilization
Jan-June 2007
Company
Trade
Apprentice
Hours
Zaccor Companies Operating Engineers 41
Zaccor Companies Pile Driver 1,349.5
Zaccor Total 1390.5
Vortex Marine Construction, Inc. Pile Driver 35
Beliveau Engin. Contractors, Inc. Laborer 32

120.0%
100.0%
80.0% •
Non-MAPLA (Off-Site) Apprentice Utilization
Jan-June 2007
Company Trade
Beliveau Engin. Contractors, Inc.
Beliveau Total
Apprentice
Hours
Operating Engineers 67
Gallagher & Burk, Inc. Laborer 88.5
Gallagher & Burk, Inc.
Gallagher & Burk Total
Cunha Engineering, Inc.
Off-Site Apprentice Utilization
Operating Engineers 360
Field Surveyor
Total
The net effect of the MAPLA Off-Site LIA Apprentice utilization process continues to
result in increased employment opportunities for LIA apprentices on non-Port sponsored
projects. It is an important aspect of the Port's MAPLA program.
96
99
448.5
2,069
The PLA Progress Team continues its strategic focus on LIA apprentice utilization as a
key element of meeting the program objectives of providing careers in the construction
trades for LIA residents.
Chart 3: Comparison of Overall Local Workforce Utilization by Craft
(Trades with 0.1% or more of Total Craft Hours)
Comparison of Local Workforce Utilization By Craft
LIA %LIA/LBA
LIA = Cities of Oakland, Alameda, Emeryville, and San Leandro
LIA/LBA = Counties of Alameda and Contra Costa

Chart 4: Local Apprentice Utilization by Craft
(Trades with 0.1% or more of Total Craft Hours)
25.0%
20.0%
5.0%
10.0%
5.0%
0.0%
Local Apprentice Utilization by Craft
% L IA - °%LlAiLBA
e e er e, e> e‘s e e e e e e cc' e 4 e e
6 ..(.0

Highlighted MAPLA Accomplishments
MAPLA Social Justice Trust Fund Retention Project
In 2007, the MAPLA Social Justice Program awarded, through the Trust, a grant
focused upon tracking and retaining clients previously placed in the construction
industry through the MAPLA. The Retention Project staff worked with four local
community based organizations (CBO) – The Workforce Collaborative,
Tradeswomen, Inc., Youth Employment Partnership, and Men of Valor, as well as
with local contractors and the local Building Trades union-employer joint
apprenticeship training programs.
The Retention Project's work has been to assist CBO clients previously placed
into apprenticeships by offering them retention services to help them advance and
complete their programs; and to assist CBO clients who are pre-apprentices to
prepare for, enter and succeed in trades apprenticeships.
MAPLA Social Justice Trust Fund Retention Project served 109 clients and out of
that total there were.
• 40 Apprentices
• 5 Journey Workers
• 19 Pre-Apprentices
• 45 Information & Referrals only
• 150 LIA Apprentices previously placed into programs by CBO
• 71 LIA Apprentices are still active
• 28 Active Apprentices, which 8 have become journey and 7 completed over
50% of the program. Six of the clients changed trades and 2 Apprentices
were reinstated with project assistance.
With continued funding from the Trust Fund, this project will carry on the
retention efforts to support local apprentices.
Deconstruction Project - Building 802
Building 802 is one of a series of eight
temporary warehouses built in 1940 that are
now slated for deconstruction. The
deconstruction is a unique project with
sustainability requirements to maximize the
salvage and reuse of building wood as well as
to maximize workforce-training opportunities for
local residents in the deconstruction process.
The workforce requirements provided the opportunity for contractors to partner
with non-profit workforce training programs. Zaccor Companies together with Men
of Valor were awarded the contract and began deconstruction of Building 802 on
April 1, 2008. Four Men of Valor trainees worked on-site and received classroom
training, learning various aspects of deconstruction and construction including safety
and hazmat. These trainees. now in the Laborers Union, are on their way in the

construction industry. In addition, over 1400 tons of wood was recovered exceeding
the estimates, with nearly all of the wood going into recovery and reuse.
Positive Impacts of Port's Project Labor Agreements
The uniqueness of the Port's Project Labor Agreement's Social Justice
component has been documented and cited in publications as example that local
hire requirements can and do move low-income communities into jobs.
The California Research Bureau, California State Library cites the Port's PLA as
"an innovative approach to community development" and the recent 2008 Executive
Summary from the Partnership for Working Families' "Making Development Work for
Local Residents" describes the Port's PLA as an "innovative policy vehicle."
Conclusion/Challenges Going Forward
The MAPLA and its effective administration continued to address and fulfill the
Board's principles during the first half of 2008. Adverse, industry-wide construction
labor relations did not impact the Port's capital improvement projects in the Maritime
and Aviation divisions and Local Impact Area (LIA)residents worked over 25% of all
craft hours and LIA/LBA residents worked 60% of craft hours.
The Social Justice Program is the leader amongst East Bay public works
construction programs in meeting Local Hire objectives and is a nationally
recognized program for its significant successes. The goal for employment of craftworkers
from the combined Local Impact Area/Local Business Area has been
exceeded. Employment of LIA apprentices remained positive with superb results in
the electrical and plumbing trades. We will continue our focus on the placement of
LIA apprentices, and will place increased attention on the placement of LIA
journeypersons.
The MAPLA Team's efforts with both Contractors and Unions showed positive
results. The Board can take pride in the fact that its principles for MAPLA continue
to provide a sound framework for solid results across the range of interests the
Board has established.

Corporate Administrative Services Division
Performance Measures and Indicators
Port-
YID YID YID YID
NEW
Wide
Goal
Actual
2005 .06
Actual
2006-07
Actual
2007 .08
Budget
2008-09
3
Months
6
Months
9
Months
12
Months
Number of improvements resulting from performance review
of critical functions in the Division 6 N/A N/A N/A 10 4
CONTINUING
Number of open inventory workers' compensation cases by
end of fiscal year
4 149 N/A 105 120
Percentage of recruitments completed within 90 days of
under
submittal 4 N/A 80% 80% review
Percentage of "Excellent" or "Very Good" ratings on
Organizational Effectiveness-sponsored training classes 6 N/A 90°/0 900/0 98°/u
Percentage of Building Services customer satisfaction
"Excellent" or "Good" 6 N/A N/A 90% N/A
Number of Port mentions in print, broadcast and electronic
media annually (per industry standards) 1 2 N/A 300 5,109 1,220 686
Number of Fort-generated press releases annually (releases
with environmental messaging tracked as subset) that result
in positive publicity for Port 2 2, 3 22 (5) 33 (15) 51 (16) 40 (10) 9 (2)
Transferred from Public Affairs Division, which was dissolved during FY 08-09.
2 Survey conducted once a year
11/1,1/2008
DMS-#215110-v1-CAS01FY09PerformanceMeasures XLS 1 1 2 / PM

CONTINUING
Engineering Division
Performance Measures and Indicators
Port-
Wide
Goal
Actual
2005-06
Actual
2006-07
Actual
2007 .08
Budget
2008-09
Percentage of completion of the Port's annual berth
maintenance dredging program that is requested by the
Maritime Division and funded 1 N/A 100% 100% 100% 0%1
Percentage of times Project Budget is met for Maritime
Projects based on the approved budget and schedule
contained in the latest Project Statement Revision 1 & 4 NIA N/A 90% 93% 89%2
Percentage of times Project Budget is met for Aviation
Projects based on the approved budget and schedule
contained in the latest Project Statement Revision 1 & 4 N/A N/A 90% 93% 79%2
YTD YID YTD YTD
3 6 9 12
Months Months Months Months
1. The division was reorganized as part of the Reduction-in-Force. Additionally, staff performing some critical functions were laid off and their work was assigned to others. The transition time has had
an impact on this performance measure. Performance on this measure should improve for the next report.
2. The preparation of the required permit applications began prior to the Reduction-in-Force. The RIF impacted timely completion of the application and subsequent approval process. Additionally,
once the permits were secured the dredging contractor had equipment problems which delayed the work. Actual dredging began on 10/10/08 and all berths are scheduled to be completed by 11/30/08.
Q1 FY09 Engineering.XLS
11/14/2008
11:55 AM

NEW
Utilities — Engineering Division
Performance Measures and Indicators
Port-
Wide
Goal
Actual
2005-06
Actual
2006-07
Actual
2007-08
Budget
2008 .09
Percentage of net revenue from utility sales that is actually
achieved compared to the net revenue (Revenue minus Cost
of Sales) that is budgeted 4 N/A N/A 96% 100% 116%
100%
Maritime 100%
Percentage of utility meters inventoried to insure billing
and CRE Aviation
accuracy and knowledge of utility use 4 N/A N/A meter tree meter tree 0%1
YTD YTD YTD YTD
3 6 9 12
Months Months Months Months
1. The division was reorganized as part of the Reduction-in-Force. Additi nally, staff performing some critical functions were laid off and their work was assigned to others. The transition time has had
a significant impact on this performance measure. It is expected that performance on this measure will continue to be well below the target.
01 FY09 Utilities.XLS
11/14/2008
1 11.56 AM

NEW
Environmental Programs and Planning Division
Performance Measures and Indicators
Port-
Wide
Goal
Actual
2005-06
Actual
2006-07
Actual
2007-08
Budget
2008 . 09
Number of public education events, including educational
materials on Storm Water Management Program 3 N/A N/A N/A 3 1
Percentage of timely payment of hazardous materials
management and other regulatory fees 3 N/A N/A N/A 100% 33°/0
Number of cardiac resuscitation training sessions per quarter
for employees 6 N/A N/A N/A 12 0
YTD YTD YTD YTD
3 6 9 12
Months Months Months Months
11/14/2008
Q1 FY09 EnvironmentaIALS 11:56 AM

Information Technology Division
Performance Measures and Indicators
Port-
YID YTD YTD YTD
Wide Actual Actual Anticipated Actual Budget 3
6
9
12
NEW Goal 2005.06 2006-07 2007. 08 2007.08 2008.09 Months Months Months Months
Number of programs that IT wit start implementing as part of
the IT Strategic Plan (phase 1) I 4 N/A N/A 4 4 6 5
Number of IT Security Standard ISO 17799 controls
implemented 2 5 N/A N/A 83 83 85 83
CONTINUING
Percentage of surveys rating overall IT customer satisfaction
as "good" or "excellent" 3 1 76% 91% 81% 81% 100% N/A N/A N/A
1 Phase 2 of the Port's IT Strategic Plan consists of 6 programs: basic utility upgrades, enterprise document management upgrade, healthy IT Division, improved security, PP
foundation, and initial customer experience for web channel. During FY 08-09, IT will have started implementing all 6 of these programs.
2 ISO 17799 IT Security Standard is composed of 133 controls that companies use to gauge the security level of their IT infrastructure. Implementing 80% (106) of the controls is
considered excellent.
3 Annual Survey conducted in May or June.
Q1 FY09 XLS
11o4/2008
1t55 AM

Social Responsibility Division
Performance Measures and Indicators
Port-
YTD YTD YTD YTD
Wide Actual Actual Actual Budget 3
6 9 12
NEW Goal 2005-06 2006-07 2007 .08 2008-09 Months Months Months Months
Number of stakeholders reached through Outreach programs* 2 N/A 45,040 42,019 40,000 10,959
Dollars contributed to local community charities through
Annual Giving Campaign 2 N/A N/A $234,685 $150,000 N/A
*Stakeholder Outreach will include contact with the community (Le residential, business, schools and special interest groups).
11/14/2008
Q1 FY09 SRD XLS 1 1 I:56 AM

PORT OF OAKLAND
TO: Administration Committee
MEMO
SUBJECT: Report of Appointments, Terminations and Leaves of Absence, for the
Quarter Ended September 30, 2008
FROM: Joseph D. Echelberry, Director
Corporate Administrative Services
DATE: November 14, 2008
The Board of Port Commissioners, pursuant to Resolutions No. 05162 and 99209, has
delegated to the Executive Director and the Port Attorney the authority to fill positions
below the level of Division Director and Assistant Port Attorney, respectively; and to grant
certain leaves of absence in accordance with specified policy parameters.
These resolutions require the Executive Director and the Port Attorney to report to the
Administration Committee of the Board all appointments and leaves of absence approved
by the Executive Director and Port Attorney, as well as terminations. The Administration
Committee has requested this report on a quarterly basis.
Accordingly, attached are reports of all appointments, terminations and leaves of absence
for the quarter ended September 30, 2008.

Port of Oakland Appointments
7/1/08 - 9/30/08
HIRE
DATE NAME UNIT POSN JOB TITLE
MO
SALARY
CHANGE
REASON
1 07/07/08 Albrecht,John K Aviation Marketing Manager $11,439 New Hire
2 09/15/08 Henry Jr.,Travis B Port Equipment Driver $5,752 New Hire
3 09/22/08 Creer Richardson.Mary J Deputy Port Attorney III $11,399 New Hire
4 09/22/08 Orcu oseph F AP Operations Supv, Airside $7,134 New Hire
5 10/20/08 Valderrama,Vanessa L Assist Port Construction Adm $5,655 New Hire
Page 1

TERM
DATE NAME
Port of Oakland Terminations Report
7/1/08 - 9/30/08
REP
UNIT POSN JOB TITLE
MO
SALARY TERM REASON
1 07/02/08 Jones,Jeffrey A AP Security/ID Specialist $3,703 Removal on Prob
2 07/11/08 DiMaggio,Brian B Port Equipment Driver $7,103 Resignation
3 07/11/08 Friedman,Cheryl L Assist Secretary of the Board $6,890
Retirement
4 07/11/08 Jones : Robert K Commercial Real Estate Mgr $11,260 Retirement
5 07/11/08 Lowe,Karen L Sr Maritime Projects Admin $10,023 Retirement
6 07/11/08 Webster,Joan M Human Resources Manager $12,193 Retirement
7 07/18/08 Joh nson,Joseph C Port Assoc Envir Planner (PT) $4,322 Retirement
8 07/18/08 Mathes,Michael L Aviation Senior Prop Rep $8,891 Retirement
9 07/25/08 Griffin,Bendu L Contract Compliance Officer $7,553 Resignation
10 07/31/08 Guldner,Edwin C Port Assist Engineer(E&M Wo $8,526 Retirement
11 07/31/08 McGee,Lawrence F AP Landside Services Coord $6,288 Retirement
12 07/31/08 Vasey,Margaret L Contract Compliance Officer $7,553 Retirement
13 08/07/08 Ferrell,Deann B Relief A/P Custodian (Int/PT) $2,924 Seasonal
14 08/20/08 Sumpter,Dwight B Custodian $4,513 Termination
15 08/27/08 Bhatia,Mukesh K MIS Customer Services Supvs $10,105 Retirement
16 08/28/08 Liu,Yuen-Ping A Senior Account Clerk $5,527 Retirement
17 08/29/08 Abraham,Renee L Port Job Researcher $6,634 Transfer
18 08/29/08 Banchero,Paul C Port Assist Eng neer(E&M VVo $7,992 Retirement
19 08/29/08 Barron,Barry K Mgr, Information Technology $11,620 Retirement
20 08/29/08 Beh,Soo-Chen A Senior Account Clerk $4,697 Transfer
21 08/29/08 Brunelle,Kyle C Port Assist Engineer(E&M Wo $7,986 Lay-Off
22 08/29/08 Chow,Jacqueline L Risk Management Analyst $7,702 Lay-Off
23 08/29/08 Chuong,Tracy G Youth Aide, Class "D" $1,381 Seasonal
24 08/29/08 Clark,Jordan G Youth Aide, Class "D" $1,381 Seasonal
25 08/29/08 Cotton,Kara G Youth Aide, Class "D" $1,381 Seasonal
26 08/29/08 Custodio,Melodina L Port Staff Accountant I $5,379 Lay-Off
27 08/29/08 Deery,Tod C Port Assistant Eng (CW) - LDt $6,881 End of Assignmnt
28 08/29/08 Dong,Vivian A Senior Account Clerk $4,697 Transfer
29 08/29/08 Ellis,Richard C Port Assistant Engineer (CVV) $6,775 Lay-Off
30 08/29/08 Gee,Kyle G Youth Aide, Class "C" $1,950 Seasonal
31 08/29/08 Gray,Renata A Pon Engineering Technician I $5,371 Retirement
32 08/29/08 Green,Kimberly G Youth Aide. Class "C" $1,950 Seasonal
33 u C8 Gregory,Steven L Senior Port Strategic Planner $9,454 Retirement
34 08/29/08 Grief-Neill Hayden G Youth Aide,Class "C" 81,950 Seasonal
35 29/08 Higareda,Gerard A Office Specialist II 84,452 Transfer
Page 1

TERM
DATE NAME
Port of Oakland Terminations Report
7/1/08 - 9/30/08
REP
UNIT POSN JOB TITLE
MO
SALARY TERM REASON
36 08/29/08 Ikeora,Bruno G Youth Aide, Class "C" $2,080 Seasonal
37 08/29/08 Jackson,Angela G Youth Aide, Class "C" $1,950 Seasonal
38 08/29/08 James III,Noah G Youth Aide, Class "D" $1,381 Seasonal
39 08/29/08 Joseph,H. Gay K GM, Maritime Admin/Finance $12,830 Retirement
40 08/29/08 Kable,Justin C Port Assistant Eng (CW) - LDC $6,775 End of Assignmnt
41 08/29/08 Keeton,Andrew G Youth Aide, Class "D" $1,381 Seasonal
42 08/29/08 Lam,Thomas C Port Associate Eng (CW)- La c $8,150 End of Assignmnt
43 08/29/08 Lee : Fred C Port Associate Engineer (CW) $9,770 Retirement
44 08/29/08 Lewis,Sharia A Office Specialist II $5,253 Transfer
45 08/29/08 Liu,Teik Koon A Port Engineering Technician I $5,371 Lay-Off
46 08/29/08 Lopez,Reina G Youth Aide, Class "C" $1,950 Seasonal
47 08/29/08 Loveall,Lee C Port Assist Eng neer(E&M Wo $7,992 Retirement
48 08/29/08 Lowe,Zachary G Youth Aide, Class "C" $1,950 Seasonal
49 08/29/08 Matsumura,Brian F Electrical/Mechnical Inspector $7,598 Retirement
50 08/29/08 McDermott,Caitlin G Youth Aide, Class "C" $1,950 Seasonal
51 08/29/08 Myers,Jacob G Youth Aide, Class "0" $1,381 Seasonal
52 08/29/08 Nagata,Carl C Port Supervising Eng (CW) LC $10,663 Resignation
53 08/29/08 Nguyen,Evan G Youth Aide, Class "D" $1,381 Seasonal
54 08/29/08 N Nina G Youth Aide, Class "D" $1,381 Seasonal
55 08/29/08 Oliver,April A Account Clerk $4,307 Transfer
56 08/29/08 Palacios,Luis C Port Assist Eng (E&M Work)-L $6,452 End of Assignmnt
57 08/29/08 Peixotto,David K Eng Special Proj Administrator $11,727 Retirement
58 08/29/08 Perez,Maria G Youth Aide, Class "D" $1,381 Seasonal
59 08/29/08 Pierce Jr.,Kenen B Sr Surveying and Mapping Tec $6,946 Transfer
60 08/29/08 Provincia,Luis G Youth Aide, Class "C" $1,950 Seasonal
61 08/29/08 Quan,Alaric K Mgr, Systems and Programmir $11,620 Retirement
62 08/29/08 Richardson J esse C Port Junior Eng (E & M Work) $7,372 Lay-Off
63 08/29/08 Sakaida,Vernon C Port Associate Engineer (CW) $9,770 Retirement
64 08/29/08 Sanc iez,Emilia C Port Assistant Eng neer(CW)L $6,452 End of Assignmnt
65 08/29/08 Schaaf, Elizabeth H Dir of Public Affairs $12,498 Lay-Off
66 08/29/08 Seaver,WiElia C Engineering Project Manager $10,227 Retirement
67 08/29/08 Small,Jarnes C Port Associate Eng (CW) - LD 89,160 End of Assignmnt
68 08/29/08 Soublet,Brandon G Youth Aide. "C" $1,950 Seasonal
69 08/29/08 Stu Dominic L Assoc Aviation Project Manag $8,530 Lay-Off
0 08/29/08 T.' ompson,William C Port Supervisng Eng (E&M 'A' Retirement
Page 2

TERM
DATE NAME
Port of Oakland Terminations Report
7/1/08 - 9/30/08
REP
UNIT POSN JOB TITLE
MO
SALARY TERM REASON
71 08/29/08 Torbon,Torbertha G Youth Aide, Class "D" $1,381 Seasonal
72 08/29/08 Toro Palma,Kenny G Youth Aide, Class "C" $1,950 Seasonal
73 08/29/08 Tse,Frank A Port Senior Engineering Tech $7,182 Retirement
74 08/29/08 Valderrama,Vanessa C Port Assistant Eng (CW) LDA $6,881 End of Assignmnt
75 08/29/08 Valenzuela,Victor G Youth Aide, Class "C" $1,950 Seasonal
76 08/29/08 Viloria,David C Port Assist Engineer (CW)- LC $6,452 End of Assignmnt
77 08/29/08 Vu,Canh C Port Assist Engineer(E&M Wo $7,115 Retirement
78 08/29/08 Westerlin,Dan K Sp Asst to the Dir of Maritime $12,193 Retirement
79 08/29/08 Wroblewski Jr.,Berna C Port Supervising Engineer (CV $10,728 Retirement
80 08/29/08 Young,Yolanda A Office Specialist II $5,253 Transfer
81 09/02/08 Pualengco,Marvin A AP Security/ID Specialist $3,891 Resignation
82 09/05/08 Hall,Lloyd B Semiskilled Laborer (LDA) $5,013 Termination
83 09/05/08 Serventi,Gerald H Dir of Engineering $13,891 Retirement
84 09/19/08 Amdur,Jon K Mgr, Project Management Srvc $10,851 Retirement
85 09/26/08 Chu,Annie A Port Engineering Technician II $6,122 Lay-Off
86 09/26/08 Cooper,Derrick C Port Associate Engineer (CW) $8,641 Lay-Off
87 09/26/08 Fuller-Tompkins,Faith L Port Human Resource Analyst $7,818 Lay-Off
88 09/26/08 Gee,Mimi L Port Staff Accountant I $5,379 Lay-Off
89 09/26/08 Hua,Nhan L Port Human Resource Technic $5,794 Lay-Off
90 09/26/08 Kempf,Kevin A Port Engineering Technician II $6,122 Lay-Off
91 09/26/08 LaGrone,Kheven C Port Associate Engineer (CW) $9,160 Lay-Off
92 09/26/08 Lee,Peter C Port Associate Engineer (CW) $9,770 Lay-Off
93 09/26/08 Rideout,Cherrie L Port Human Resource Technic $6,141 Transfer
94 10/04/08 Frelow,Donald B Relief NP Custodian (Int/PT) $2,924 End of Assignmnt
95 10/08/08 Houston-Baker,Paule B Relief NP Custodian (Int/PT) $2,924 Resignation
Page 3

Port of Oakland Leave of Absence Report
7/1/08 - 9/30/08
NAME UNIT BEGIN DATE END DATE TERM REASON STATUS PAID / UNPAID
1 Daniels,Jimila A 05706/2008 12/31/9999 Adm Leav Pay Leave w Benefits Paid
SCHD
RETURN
ACT
RETURN
2 Surnpter,Dwight B 03/27/2008 07/02/2008 Adm Leav wh Pay Leave w Benefits Paid 07/0372008
Page 1

-I
m

It is reques
of Airp
AN
AGENDA REPORT
BOARD MTG, DATE: 12/02/08
TITLE: Creation of a New Classification and One (1) Po of Airport Business
Manager in the Aviation Division. (Cost Sevin 20 from budget for
FY 08-09; Estimated annualized cost of $21 09, includes
salary and fringes included in budget)
AMOUNT: Cost Savings of $52,420 from budget FY 08-09; Estima•ualized
cost of $215,000 for FY 08-09, inclu lary and fringes included in
budget
PARTIES INVOLVED:
TYPE OF ACTION:
Ordina
SUBMITTED BY: Joseph E
Services
COMMITTEE ASSIGNED: Administration
HEARD BY COMMITT
ember 25, 20
APPROVED BY: in, Executive Director
of Corporate Administrative
CREATION OF A CLAS ION AND POSITION– Ordinance (2 Readings)
that the Board a e the creation of a new classification and one (1) position
anager in the Airport Business Office of the Aviation Division.
This a e creation of the Aviation Business Office. This Department has the
responsib eing all parking and shuttle bus operations and the management of
those respec s. The Department is responsible for coordinating the preparation of
the Aviation Di Budget and for reviewing business practices at the Airport to ensure
proper controls are in place. The Department has responsibility for over $40 million in revenue
and $10 million in expenses. These responsibilities require an individual at the Department
Manager level to have control and accountability for these activities.
As a result, the creation and addition of one (1) position of Airport Business Manager (Unit
K/Management Unit 1) will be assigned to the existing Salary Schedule 575.2 (a--$9787; b--
$10276: c--$10790: d--$11439; e--$12125). Recruitment of this position will be internal only. It
is anticipated that the position will be filled in March 2009.
1

BUDGET & FINANCIAL IMPACT
The new Airport Business Manager position was budgeted for FY
2008, and will be filled in March 2009. This will incur a cost say
due to the delay in filling the position; estimated annualized c
includes salary and fringes included in budget.
STAFFING IMPACT
This position has been included
K/Management Unit 1.
SUSTAINABILITY
No sustainability opportunities are identified.
ENVIRONMENTAL
The California Environmental Quality Act
general rule") states that CEQA applie
significant effect on the environmen
possibility that the activity may have a
subject to CEQA. Addition of a s
environmental review is required.
MARITIME AND AVIATIO
The matters contained
Maritime and Aviation
not apply.
OWNER CONTRO
N/A
GENERAL ELAN
N/A
L V
No
ROJECT LAB
BOARD MTG. DATE: 12/02/08
n the adopted Budg 4 FY 08 -09. This pos
9 beginning October
52,420 from budget
000 for FY 08-09,
s in Unit
(CEQA) Guide ection 15081(b)(3) ("the
to projects, which h e the potential for causing a
be seen with certainty that there is no
the environment, the activity is not
a project under CEQA, and no
GREEMENT MAPLA
all within the scope of the Port of Oakland
APLA) and the provisions of the MAPLA do
OCIP)
G AGE
plibgble beca e i does not involve contracts or agreements with any other entities.
OPTION
Not approve e reco mended creation and add ion of a posi tion.
RECOMMENDATION
It is recommended that the Board of Port Commissioners approve the preceding creation and
addition of a position.
2

A. CLASS DEFINITION
AIRPORT BUSINESS MANAGER
Under general direction, the Airport Business Manager plans and directs several Airport-wide
functions including preparation of Operating budgets and financial forecasts; identifying,
investigating and implementing certain non-airline revenue streams; and oversight of Airport
parking operations and related shuttle bus operations, and AirBart operations. This individual is
responsible for negotiating contract provisions for Airport public parking facilities management,
and bus shuttle operations and maintenance. Performs related work as assigned.
DISTINGUISHING CHARACTERISTICS
The Airport Business Manager manages the staff of the Airport Business Department. The
incumbent receives general direction from, and reports directly to the Director of Aviation, and
exercises direction over supervisory, professional, technical and clerical staff. The duties involve
the exercise of considerable discretion and latitude of judgment. It is distinguished from a
Superintendent-level position in that the Airport Business Manager is a manager classification
responsible for overseeing contract administration/adherence responsibilities carried out by
Superintendent-level and other professional/technical staff.
B. TYPICAL TASKS/DUTIES (Any one position may not include all the duties listed, nor do the
examples cover all the duties which may be performed. Incumbent may perform other related
duties at the equivalent level.)
1. Through subordinate employees, exercises business and operational oversight of Airport
public parking operations, and on-Airport shuttle bus operations and AirBart operations.
Responsible for contract adherence of all related contractor agreements associated with
those activities.
2. Manages the development of the Port Aviation operating budget. Works with and provides
support to other Aviation department managers, either directly or through subordinate
employees, in the operating budget development process. Working through subordinates,
oversees development of contractor service budgets related to parking and bus operations
and maintenance.
3. Works with and provides support to other Aviation department managers, either directly or
through subordinate employees, in developing Capital Equipment budgets.
4. Prepares Airport Benchmarking framework using Aviation industry-adopted operating and
financial metrics, to track the Airport's trends and progress over time; and compare
performance to peer airports. Identify potential areas of process improvement; and
recommend corrective action. Work through Airports Council International ("ACI")-sponsored
Benchmarking data collection and reporting processes.
5. Identifies, evaluates and recommends potential new sources of on-Airport, non-airline
revenue; and ways to enhance existing non-airline revenue streams. Works with other Airport
departments to implement approved methods, directly or through subordinate staff.
6. Monitors Aviation revenue and expense statements and trends, and prepares I updates
financial forecasts continuously. Submits monthly reports to the Director of Aviation
describing Airport-wide financial trends and forecasts. Identifies related issues and
opportunities to the Director and other senior Port executives; and recommends
corresponding action.
Through subordinate employees, responsible for meeting auditing requirements of contracted
parking and bus operations. Audits, or directs staff to audit monthly parking and bus
operations bills for accuracy and authorized charges and approves payment. Approves
billings for payment for all Airport parkin g and relatea shuttle bus activities.

8. Monitors (daily, weekly, monthly and annual) parking and bus financial and operating data and
oversees development of various reports to compare and analyze data, including time-series
comparisons and benchmarking comparisons with peer airports.
9. Directly or through subordinate staff, maintains databases on parking vehicle and bus
passenger counts, peak occupancies and trends, etc. Oversees preparation of statistical
analyses of month-to-month, year-to-year and peak season use to support budget
development; facility and fleet planning, and establishing service levels. Collaborates with
other Port staff in development of short and long-term facility and service plans.
10. Directly or through subordinate staff, oversees planning and implementation of facility and
equipment improvements and maintenance programs, including revenue control systems and
vehicle fleet.
11. Sets goals and directs overall activities of the contract parking and bus shuttle vendor
managers as they relate to contract execution and meeting Port/Airport goals; discuss
problems, requests, projects, etc.
12. Provides input for, and recommends parking operations policies and procedures that may
include content and interpretation of agreements with the vendors.
13. Through subordinate staff, oversee AirBART service and contractual issues with Bay Area
Rapid Transit (BART); resolves contract matters to the extent possible.
14. Develops policies and procedures, directs the supervision, and evaluation of assigned staff,
plans and implements staff training and development to enhance departmental effectiveness.
15. Performs related duties as assigned.
C. KNOWLEDGE, SKILLS AND ABILITIES
To perform the typical tasks and duties of the position successfully, the knowledge, skills and/or
abilities listed below are required.
Knowledge of:
• Airport industry principles and practices related to financial operations and planning; and
familiarity with Airport operating procedures
• Existing Port agreements with airlines, tenants and contract service providers.
• Research techniques and statistical analysis and projection, including the planning and
conducting of studies and investigations necessary to effect solutions to broadly stated
problems.
• Airport parking management and operations principles and traffic regulations; and City of
Oakland traffic codes and ordinances.
• Logical computer programming principles and spreadsheet software.
• Principles and practices of contract administration.
• Principles of facility planning and design; and cost benefit analyses
• Basic accounting principles and practices, budget development and implementation.
• Online, networked parking revenue control systems.
• Standard office machinery, personal computer and office software.

• Transit-type shuttle bus operations and revenue collection
• Principles and practices of supervision, including training, coaching, and counseling, and
team building techniques in a customer service environment
Ability to:
• Negotiate, administer, and enforce a variety of complex Agreements.
• Resolve subordinate, contractor and tenant problems
• Communicate effectively orally and in writing, including planning and preparation of material
and effective presentation of instructions and information to others.
• Identify, research, and solve a wide range of work-related problems.
• Manage multiple tasks through effective uses of subordinate staff and inter-departmental
coordination, and have a high work level capacity.
• Perform in a teamwork setting under stressful conditions.
• Exercise sound independent judgment within general Port policy guidelines. [All class specs
except for basic, entry level classes.]
• Develop and implement Airport-wide and departmental goals, objectives, policies, and
procedures, work standards and internal controls.
• Prepare and administer departmental budgets; negotiate and administer a variety of
contracts.
• Supervise and direct subordinate professional and support staff; interpret and enforce
administrative/operational polices, practices and procedures; analyze and solve problems of a
complex nature.
• Analyze complex administrative and program information, evaluate alternative solutions and
recommend or adopt effective courses of action.
• Establish and maintain effective working relationships with those contacted in the
performance of duties and to work as a team.
• Prepare comprehensive reports in a logical, comprehensive, concise manner.
• Develop and implement goals, objectives, policies, and procedures, and internal controls.
• Develop and administer departmental budgets; negotiate ana administer a variety of
contracts. Oversee development of vendor/contractor budgets.
D. PHYSICAL DEMANDS
The physical demands described herein are representative f those that must be met by an
employee to perform this Job successfully.
While performing the duties pertaining to this position, the incumbent is regularly required to make
use of close vision to read reports, summaries, digests, and other documents. The employee

must occasionally lift objects weighing in excess of ten pounds, and is required to walk, stand, and
stoop to inspect outdoor sites. The incumbent must have eye, hand and foot coordination to
operate a motor vehicle in conformance with Port policies and the State Vehicle Code.
E. WORK ENVIRONMENT
The work environment described here is representative of those an employee encounters while
performing this job.
The incumbent typically works indoors in an air-conditioned office, with a mixture of natural,
incandescent and fluorescent light. Typical noise levels are muted by acoustic ceilings, carpet
and sound-deadening wall panels. The employee occasionally works outdoors in a variety of
weather conditions.
F. EDUCATION AND EXPERIENCE
This position requires a combination of education and experience reflecting possession of
required knowledge, skills, and abilities. A typical combination would include a bachelor's degree
from an accredited college or university with course work in business, economics, finance,
engineering or related fields; AND at least five years of progressively responsible Aviation related
or financial experience with two years of supervisory experience. A master's degree, such as
MBA, preferred. An equivalent combination of education or experience may be considered.
G. OTHER CHARACTERISTICS
1. Must possess a valid California Class C driver license at the time and for the duration of
appointment.
2. This Airport specific classification requires each incumbent to complete and pass a
Transportation Security Administration/Federal Aviation Administration (TSA/FAA) 10-year
employment history verification, which will include fingerprinting and a Criminal History
Records Check (CHRC) prior to being considered for this position. This status must be
maintained for the duration of employment at the Airport.
3. Must be willing to work odd hours, weekends, and holidays as required.
4. Must be available for on-call duty as required by emergency situations, or as required for
uninterrupted Port operations.
CLASS CODE:
STANDARD HOURS-DAYNVEEK: 7.5/day – 37.5/week
CS STATUS/UNIT: Unciassified/K
FLSA: Non-exempt
Classification Created (Port Ordinance)

AMOUNT: $0
PARTIES INVOLVED:
TYPE OF ACTION:
Corporate Na
Resolution
SUBMITTED BY: Joseph Echelberry, Directo 'orate Administrative
Services
COMMITTEE ASSIGNED:
HEARD BY COMMITTEE:
APPROVED BY:
EXTENSION OF THE E
It is requested that the
Engineer (Electrical a
through February 28
ANALYSIS
GI
AGENDA REPORT
Administ
Novembe
Omar Ben
a ec or
1ST - Resol io 1 Readin
BOARD MTG. DATE: 12/02/08
TITLE: Extension of the Eligible List for Port Junior Enter (Electrical and
Mechanical Work) from February 28, 2009 through F 28, 2010. ($0)
Under Port P
shall exp
extend
that n
The elig
February 2
expire on Feb
list to fulfill the an
BUDGET & FINANCIAL IMPACT
e the secon extension of the eligible list for Port Junior
ork) for a period of one (1) year from February 28, 2009
onnel Rules an. edures Section 4.22, open and restricted eligible lists
on, one (1) y ar from the date the eligible list is established, unless
or to the expiration of the eligible list by order of the Board; provided,
d for a period exceeding four (4) years from date of establishment.
There is no fiscal impact for FY 08-09.
or Engineer (Electrical and Mechanical Work) was established on
ination was open to qualified individuals and the eligible list will
09. A sufficient number of qualified candidates remain on the eligible
ed hiring needs during the period of extension.

STAFFING IMPACT
There is no staffing impact.
SUSTAINABILITY
No sustainability opportunities are identified.
ENVIRONMENTAL
The California Environmental Quality Act (CEQA) G
general rule") states that CEQA applies only to projects
significant effect on the environment. Where it can
possibility that the activity may have a significant e
subject to CEQA. Extension of an eligible list
environmental review is required.
MARITIME AND AVIATION PROJECT LABOR AGREEMEN
The matters contained in this Agenda
Maritime and Aviation Project Labor Ag
not apply.
OWNER CONTRO
N/A
GENERAL PLAN
N/A
LIVING WAGE
Not applic
OPT
Not app
RECOMMEN TIO
NSURANCE PRO OCIP)
BOARD MTG. DATE: 12/02/08
es, Section 1506 (3) ("the
have the potential for causing a
certainty that there is no
en ronment, the activity is not
p eject under CEQA, and no
within the scope of the Port of Oakland
d the provisions of the MAPLA do
does not olve contracts or agreements with any other entities.
ed extension of the eligible list.
It is recommended that the Board of Port Commissioners approve the preceding extension of
the eligible list for Port Junior Engineer (Electrical and Mechanical Work) from February 28,
2009 through February 28, 2010.
2

m
01
D

TITLE: Extension of the Eligible List for Port Assistant En er (Electrical and
Mechanical Work) from March 21, 2009 through Mar 2010. ($0)
AMOUNT: $0
PARTIES INVOLVED:
TYPE OF ACTION:
SUBMITTED BY:
Resolution
COMMITTEE ASSIGNED: Administr
HEARD BY COMMITTEE: Novembe
Joseph Echelberry, Directo orate Administrative
Services
APPROVED BY: Omar Benja ec or
EXTENSION OF THE E
It is requested that th
Assistant Engineer (E
21, 2009 through Ma
ANALYSIS
AGENDA REPORT
BOARD MTG. DATE: 12/02/08
ove the sec nd extension of the eligible list for Port
chanical Work) for a period of one (1) year from March
Under Port P- onnel Rules an. • edures Section 4.22, open and restricted eligible lists
shall expi on, one (1) y ar from the date the eligible list is established, unless
extend or to the expiration of the eligible list by order of the Board; provided,
that n d for a period exceeding four (4) years from date of establishment.
The el giAssistant Engineer (Electrical and Mechanical Work) was established
on March 2•xamination was open to qualified individuals and the eligible list will
expire on Marc 9. A sufficient number of qualified candidates remain on the eligible
list to fulfill the antic .- ed hiring needs during the period of extension.
BUDGET & FINANCIAL IMPACT
There is no fiscal impact for FY 08-09.

STAFFING IMPACT
There is no staffing impact.
SUSTAINABILITY
No sustainability opportunities are identified.
ENVIRONMENTAL
The California Environmental Quality Act (CEQA) G
general rule") states that CEQA applies only to projects
significant effect on the environment. Where it can
possibility that the activity may have a significant e
subject to CEQA. Extension of an eligible list
environmental review is required.
MARITIME AND AVIATION PROJECT LABOR AGREE
The matters contained in this Agenda
Maritime and Aviation Project Labor Ag
not apply.
OWNER CONTROLLED INSURANCE PRO
N/A
GENERAL PLAN
N/A
LIVING WAGE
Not applic • e beca
OPT
Not app
S
e
RECOMMEN
TIO
e
OCIP)
does no olve contracts or agreements
•
en
ed extension of the e gible list.
II
BOARD MTG. DATE: 12/02/08
es Section 15061 (3) ("the
have the potential for causing a
een certainty that there is no
the en ronment, the activity is not
p ect under CEQA, and no
EN
444
ithin the scope of the Port of Oakland
d the provisions of the MAPLA do
h any other entities.
It is recommended that the Board of Port Commissioners approve the preceding extension of
the eligible list for Port Assistant Engineer (Electrical and Mechanical Work) from March 21,
2009 through March 21, 2010.

mai
rn

TITLE: Extension of the Eligible List for Port Associate En er (Electrical and
Mechanical Work) from January 12, 2009 through 12, 2010. ($0)
AMOUNT: $0
PARTIES INVOLVED:
TYPE OF ACTION:
Resolution
SUBMITTED BY: Joseph Echelberry, Directo orate Administrative
Services
COMMITTEE ASSIGNED: Administ
HEARD BY COMMITTEE: Novembe
APPROVED BY: Omar Ben a
EXTENSION OF THE E
AGENDA REPORT
BOARD MTG. DATE: 12/02/08
ector
It is requested that the eve the e e ion of the eligible list for Port Associate
Engineer (Electrical a ork) for a period of one (1) year from January 12, 2009
through January 12
ANALYSIS
Under Port P onnel Rules an edures Section 4.22, promotional lists shall expire by
limitation -ter than two years from the date the eligible list is established, unless
extend or to the expiration of the eligible list by order of the Board; provided,
that n d for a period exceeding four (4) years from date of establishment.
The eligiAssociate Engineer (Electrical and Mechanical Work) was established
on January e examination was promotional and the eligible list will expire on
January 12, 2 cient number of qualified candidates remain on the eligible list to
fulfill the anticipates ng needs during the period of extension.
BUDGET & FINANCIAL IMPACT
There is no fiscal impact for FY 08-09.

STAFFING IMPACT
There is no staffing impact.
SUSTAINABILITY
No sustainability opportunities are identified.
ENVIRONMENTAL
The California Environmental Quality Act (CEQA)
general rule") states that CEQA applies only to projec
significant effect on the environment. Where it can
possibility that the activity may have a significant e
subject to CEQA. Extension of an eligible lis
environmental review is required.
MARITIME AND AVIATION PROJECT LABOR AGREEMEN
The matters contained in this Agenda
Maritime and Aviation Project Labor Agr
not apply.
OWNER CONTROLLED INSURANCE PRO
N/A
GENERAL PLAN
N/A
LIVING WAGE
Not appl
OPTI
RECOMMEN T 0
BOARD MTG. DATE: 12/02/08
es, Section 15061':'(3) ("the
have the potential for causing a
certainty that there is no
onment, the activity is not
ect under CEQA, and no
I within the scope of the Port of Oakland
d the provisions of the MAPLA do
does not in o ve contracts or agreements with any other en ties.
Not app•ed extension of the eligible lis
It is recommended that the Board of Port Commissioners approve the preceding extension of
the eligible list for Port Associate Engineer (Electrical and Mechanical Work) from January 12,
2009 through January 12, 2010.
2

m
•C

TITLE:
AMOUNT: $0
PARTIES INVOLVED:
TYPE OF ACTION:
SUBMITTED BY:
COMMITTEE ASSIGNED:
HEARD BY COMMITTEE:
APPROVED BY:
EXTENSION OF THE E
It is requested that the
Environmental Planne
21, 2010.
ANALYSIS
Under Port P onn
shall exp
extend
that n
The elig
2008. The
February 21,
fulfill the anticipate
Extension of the Eligible List for Port Assistant Enviro ental Planner from
February 21, 2009 through February 21, 2010. ($0)
Corporate;Name
BUDGET & FINANCIAL IMPACT
AGENDA REPORT
Resolution
Joseph Echelberry, D e Administrative
Services
Adminis
Novembe
Omar Benja
There is no fiscal impact for FY 08-09.
BOARD MTG. DATE: 12/02/08
Or
ove the e e on of the eligible list for Port Assistant
one (1) year from February 21, 2009 through February
el Rules an. • edures Section 4.22, open and restricted eligible lists
on, one (1) y ar from the date the eligible list is established. unless
or to the expiration of the eligible list by order of the Board; provided,
d for a period exceeding four (4) years from date of establishment.
sistant Environmental Planner was established on February 21,
as open to qualified individuals and the eligible list will expire on
u icient number of qualified candidates remain on the eligible list to
ng needs during the period of extension.

STAFFING IMPACT
There is no staffing impact.
SUSTAINABILITY
No sustainability opportunities are identified.
ENVIRONMENTAL
The California Environmental Quality Act (CEQA) G
general rule") states that CEQA applies only to projects
significant effect on the environment. Where it can
possibility that the activity may have a significant e
subject to CEQA. Extension of an eligible list
environmental review is required.
MARITIME AND AVIATION PROJECT LABOR AGREEMEN
The matters contained in this Agenda
Maritime and Aviation Project Labor Ag
not apply.
OWNER CONTROLLED INSURANCE PRO OCIP)
N/A
GENERAL PLAN
N/A
LIVING WAGE
Not applic
OPTI
Not app•ed extension of the eligible list.
RECOMMEN• T 0
BOARD MTG. DATE: 12/02/08
es, Section 1506 (3) ("the
have the potential for causing a
certainty that there is no
onment, the activity is not
ect under CEQA, and no
within the scope of the Port of Oakland
d the provisions of the MAPLA do
o ve contracts or agreements with any other en
It is recommended thatthe Board of Port Commissioners approve the preceding extension of
the eligible list for Port Assistant Environmental Planner from February 21, 2009 through
February 21, 2010.
2
es.

n
cn

TITLE:
AMOUNT: $0
PARTIES INVOLVED:
Extension of the Eligible List for Administrative Spejist fro March 3,
2009 through March 3, 2010. ($0)
TYPE OF ACTION: Resolution
SUBMITTED BY: Joseph Echelberry, Directo orate Administrative
Services
COMMITTEE ASSIGNED: Adminis
HEARD BY COMMITTEE: Novembe
APPROVED BY: Omar Benja
EXTENSION OF THE ELIGIB
AGENDA REPORT
BOARD MTG. DATE: 12/02/08
ector
It is requested that the ove the exte sion of the eligible list for Administrative
Specialist for a period from March 3, 2009 through March 3, 2010.
ANALYSIS
Under Port Personnel Rules•cedures Section 4.22, open and restricted eligible lists
shall expire b imitation, one ( the date the eligible list is established, unless
extended rior to the ex ration of the eligible list by order of the Board; provided,
that no ded for a period exceeding four (4) years from date of establishment.
The
examina
A sufficient
hiring needs d
BUDGET & FINANCIAL IMPACT
There is no fiscal impact for FY 08-09.
strative Specialist was established on March 3, 2008. The
alined individuals and the eligible list will expire on March 3, 2009.
fied candidates remain on the eligible list to fulfill the anticipated
eriod of extension.

STAFFING IMPACT
There is no staffing impact.
SUSTAINABILITY
No susta nability opportunities are identified.
ENVIRONMENTAL
The California Environmental Quality Act (CEQA) G
general rule") states that CEQA applies only to projects
significant effect on the environment. Where it can
possibility that the activity may have a significant e
subject to CEQA. Extension of an eligible list
environmental review is required.
MARITIME AND AVIATION PROJECT LABOR AGREEMEN
The matters contained in this Agenda
Maritime and Aviation Project Labor Ag
not apply.
OWNER CONTROLLED INSURANCE PROC A 4OCIP)
N/A
GENERAL PLAN
N/A
LIVING WAGE
Not applic
OPT
Not app
RECOMMEND T 0
olve contracts or agreements with any other ent
ed extension of the eligible lis
BOARD MTG. DATE: 12/02/08
es, Section 15061 3) ("the
have the potential for causing a
certainty that there is no
en onment, the activity is not
p eject under CEQA, and no
within the scope of the Port of Oakland
d the provisions of the MAPLA do
It is recommended that the Board of Port Commissioners approve the preceding extension of
the eligible list for Administrative Specialist from March 3, 2009 through March 3, 2010.
2
ies.

m
cr)

AGENDA REPORT
BOARD MTG. DATE: December 2, 2008
TITLE: Acceptance of a $984,000 High Priority Project grant authorization from
the California Department of Transportation/Federal Highway
Administration, and authorization for the Executive Director to execute
agreements between the Port of Oakland and the BNSF Railway and the
Port of Oakland and the Alameda County Congestion Management
Agency, for $150,000 and $360,000, respectively, for rail capacity plans
and studies.
AMOUNT: $510,000 (to be reimbursed by CalTrans/FHWA)
PARTIES INVOLVED:
TYPE OF ACTION:
SUBMITTED BY:
Corporate Name/Principal Location
California Department of
Sacramento, CA
Transportation
U.S. Department of
Washington, DC
Transportation, Federal Highway
Administration
BNSF Railway Fort Worth, TX
Alameda County Congestion Oakland, CA
Management Agency
Resolution
COMMITTEE ASSIGNED: Administration
Eve Grossman-Bukowski, Manager of
Governmental Affairs
SCHEDULED FOR COMMITTEE: November 25, 2008
APPROVED BY: Omar Benjamin, Executive Director
FACTUAL BACKGROUND
In November 2004, the President signed H.R. 4818, the Omnibus Appropriations bill for
Fiscal Year 2004-05. In the conference report accompanying the bill, the Governmental
Affairs Department obtained a $1,000,000 Federal Highway Administration (FHWA) High
Priority Project grant from Senator Dianne Feinstein to study the California Inter-Regional
Intermodal System (CIRIS), a short-haul rail link between the Port and the Central Valley.
After an across-the-board reduction in federal appropriations for that fiscal year, $984,000
in authorized funds remain for rail studies and improvements under this program account.
As originally described, the CIRIS program was intended to primarily serve high-volume
freight corridors and to utilize short-haul rail as an alternative to moving containers by
AGENDA ITEM:

BOARD MTG. DATE: December 2, 2008
truck over the highway. Development of any short-haul rail system will require the
development and/or improvement of rail intermodal facilities at the locations to be served
and improvements to the existing rail system to create capacity along the mainline rail
corridors that serve the Port of Oakland.
The FHWA High Priority Project grant program requires no local share, and is completely
reimbursable by the U.S. Department of Transportation through the California Department
of Transportation (CalTrans), which acts as a pass-through agency for the federal funds.
The Port will be reimbursed for all authorized expenditures within a short timeframe—likely
three to four weeks.
Under the nexus of needed improvements to the existing rail system that will create
capacity along the mainline rail corridors, the Port is proposing to fund two separate rail
studies. The first will be performed by the BNSF Railway, and the second will be
performed by the Alameda County Congestion Management Agency. The BNSF Railway
rail study is estimated at $150,000, and the Alameda County Congestion Management
Agency study is estimated at $360,000. No funds may be expended under this grant until
final authorization to proceed has been obtained from FHWA. This authorization process
is currently underway. Additionally, the Port's Disadvantaged Business Enterprise Goal
and Methodology Report for Federal Fiscal Year 2008-09 will be updated to reflect the
receipt of the grant funding and the new goal.
With the approved expenditure of $510,000 from the High Priority Project grant
authorization, $474,000 will still remain for additional rail studies and improvements. The
Governmental Affairs Department will be working closely with Maritime Division staff to
identify any additional projects that could be supported with these funds.
ANALYSIS
While the Port has conducted studies examining the proposed CIRIS project in the past,
little analysis has been done to determine how short haul freight could access the Port of
Oakland, particularly from north of the Port, and the impacts that both new short-haul
service and projected increases in long haul service could have on grade crossings and
overall rail capacity by all users along the mainline rail corridor.
The funding of these separate studies will enable the Port and its stakeholders to better
understand existing conditions and future opportunities on the rail infrastructure north of
the Port of Oakland, including an assessment of existing conditions, capacity constraints,
projected freight volumes, and the ability to serve short haul rail given existing capacity
limitations.
The proposed BNSF Railway study will consist of an analysis of the connection from the
Martinez Subdivision to their Stockton Subdivision. This will include developing a project
proposal, including cost, schedule and risk analysis, preliminary environmental scoping,
and an analysis of any potential right-of-way acquisitions. This study will also support the
Martinez Subdivision project that received an initial $74 million allocation from the
2

BOARD TG. DATE: December 2, 2008
California Transportation Commission under the Proposition 1B Trade Corridor
Improvement Program.
The proposed Alameda County Congestion Management Agency (ACCMA) study will
consist of two phases. Phase 1 will examine existing conditions along the rail network,
including current volumes of freight and passenger trains, origin and destination of freight
trains (Port traffic vs. domestic traffic), projections for future growth, and, potential
connections between the Martinez Subdivision mainline and the Stockton and Mococo
Subdivisions that link the Port of Oakland to the Central Valley. Phase 2 will consist of an
evaluation of grade crossings along the corridor. ACCMA will document information on
existing grade crossings on the corridor and develop consistent evaluation standards. As
both mainline rail and potential short haul rail volumes increase, the impact that these
volumes will have on the communities surrounding the rail infrastructure must be better
understood so that potential mitigations may be identified. The Port funds will also be
used to leverage potentially as much as $300,000 in additional CalTrans funding through
a regional Partnership Planning Grant.
BUDGET & FINANCIAL IMPACT
Upon receiving authorization to proceed from CalTrans/FHWA and execution of
agreements between the agencies identified, the Port will pay the BNSF Railway and the
Alameda County Congestion Management Agency for the separate rail studies. These
studies will be advance-funded from account #1221 Grants Receivable and will be
completely reimbursed by CalTrans within three to four weeks of the Port's reimbursement
request.
STAFFING IMPACT
The expenditure of funds for these outside planning studies will not impact current or future
staffing.
SUSTAINABILITY
These studies can assist in enabling a modal shift away from moving containers by truck
over the highway and utilizing the local rail network in higher volumes. These studies will
also identify potential improvements to the rail system that can decrease the impact to local
communities from increased trade growth.
ENVIRONMENTAL
Approval of the subject action by the Board of Port Commissioners was reviewed in
accordance with the requirements of the California Environmental Quality Act (CEQA) and
the Port CEQA Guidelines.
The general rule in Section 15061(b)(3) of the CEQA Guidelines states that CEQA applies
only to projects, which have a potential for causing a significant effect on the environment.
Where it can be seen with certainty that there is no possibility that the activity in question
3

BOARD MTG. DATE: December 2, 2008
may have a significant effect on the environment, the activity is not subject to CEQA. It can
be seen with certainty that entering into an agreement to receive or fund rail capacity plans
and studies will not result in a physical change in the environment; therefore, this action is
exempt from CEQA.
Furthermore, under Section 15262 of CEQA, "a project involving only feasibility or planning
studies for possible future actions which the agency, board or commission has not
approved, adopted or funded does not require the preparation of an Environmental Impact
Report (EIR) or negative declaration but does require consideration of environmental
factors." Port staff considered that the rail plans and studies will identify potential
improvements to the rail system, improvements that could decrease the impact to local
communities from increased trade growth. Thus the proposed rail plans and studies could
have a beneficial impact on the environment. No further environmental review is required
for approval of the plan.
In the future, when specific activities are proposed to improve the rail system, staff will
determine whether further environmental review is required, and will bring the specific
projects to the Board for additional findings under CEQA, if needed.
MARITIME AND AVIATION PROJECT LABOR AGREEMENT (MAPLA)
The rail studies do fall within the scope of the Port of Oakland MAPLA. Therefore, the
provisions of the MAPLA do not apply.
OWNER CONTROLLED INSURANCE PROGRAM (OCIP)
The rail studies to be funded will not be insured by the Port's Owner Controlled Insurance
Program (OCIP).
GENERAL PLAN
The request will not directly include any alteration of property. Development projects that
may result from this approval will be subject to separate findings of conformity with the City
of Oakland General Plan in accordance with Section 727 of the Charter.
LIVING WAGE
It appears that neither the Port's Living Wage Ordinance (Port Ordinance No. 3666) nor the
living wage requirements set forth in Section 728 of the Charter of the City of Oakland
apply to this action. However, the contractor will be required to certify that should living
wage obligations become applicable, the contractor shall comply with all of its obligations.
OPTIONS
1. Accept the CalTrans/FHVVA High Priority Project grant authorization i n the total of
$984,000, and authorize the Executive Director to execute two agreements for rail

BOARD MTG. DATE: December 2, 2008
studies with the BNSF Railway and the Alameda County Congestion Management
Agency for $1 50 , 000 and $360,000, respectively.
2. Accept the CalTrans/FHWA High Priority Project grant authorization in the total of
$984,000, and authorize the Executive Director to execute an agreement for a rail
study only with the BNSF Railway for $150,000.
3. Accept the CalTrans/FHWA High Priority Project grant authorization in the total of
$984,000, and authorize the Executive Director to execute an agreement for a rail
study only with the Alameda County Congestion Management Agency for $360,000.
4. Do not accept the CalTrans/FHWA High Priority Project grant authorization and do
not authorize the Executive Director to execute any agreements for rail studies.
RECOMMENDATION
It is recommended that the Board:
1. Accept the CalTrans/FHWA High Priority Project grant authorization in the total of
$984,000.
2. Authorize the Executive Director to execute an agreement with the BNSF Railway
for a study totaling $150,000 to conduct a rail study of the proposed linkage between
the Martinez and Stockton Subdivision.
3. Authorize the Executive Director to execute an agreement with the Alameda County
Congestion Management Agency for a study totaling $360,000 to conduct a multiphased
study of the rail network serving the Port of Oakland.

m
3

AMOUNT: $921,040
PARTIES INVOLVED:
AGENDA REPORT
Corporate Na e/Principal
Booz Allen Hamilton, Inc.
Winning Strategies, LLC
Cynthia Mackey, CEO
Phinney/Bischoff Design House
Mark Burgess, Technical
Director
BOARD MTG. DATE: 12/2/2008
l TITLE: Authorization for the Executive Director to Execute an Agreement with
i
Booz Allen Hamilton, Inc. to Modernize the Port's Websites for $921,040
TYPE OF ACTION:
SUBMITTED BY:
Resolution
Location
San Francisco
Oakland
Seattle
Frederick C. De Palm, Director of Information
Technology
COMMITTEE ASSIGNED: Administrative Committee
SCHEDULED FOR COMMITTEE: November 25, 2008
APPROVED BY: Omar Benjamin, Executive Director
FACTUAL BACKGROUND
In accordance with Port's Strategic Goal #5 – "invest and implement the most appropriate
information technology to improve efficiency and effectiveness of Port's businesses" and in
alignment with Phase 1 of the Port's Strategic Technology Business Plan that was
presented to the Board of Port Commissioners on March 18, 2008, the Port issued a
Request For Proposal (RFP) to modernize all three Port websites -
www.portofoakland.com, www.oaklandairport.com and the Port's intranet.
It has been over eight years since any of the websites have been updated significantly. Due
to the Port's growth, regulatory compliance requirements like the Americans with Disability
Act (ADA), the public's ever growing interest for information and web technology
improvements, the Port needs to address strategic and tactical needs from a business and
technical support aspect for its websites.
After a rigorous selection process performed by a committee composed of applicable Port
departments, Booz Allen Hamilton, Inc. (101 California St, Ste 3300; San Francisco, CA
94111; (415)391-1900; www.boozallen.com) emerged as the finalist.
DMS #215078

ANALYSIS
BOARD MTG. DATE: 12/2/2008
Port's websites serve not only the public-at-large, but also the Port commissioners,
employees, the media and a world-wide community of businesses that work with the Port.
As an online resource, the sites have seen dramatic growth in usage, and the public relies
on them for timely information.
All three Port websites use different technologies, have different look-and-feel and are
hosted at three separate locations. The websites are difficult to navigate, and finding
content is hard. Due to basic design limitations, the Port has to pay for even small changes
on the external websites, and days may pass before any changes are made which results
in customer dissatisfaction.
With a completely new design, the websites will have a common look-and-feel, and it will
be easier for the Port employees to post and retract content on demand. Once the websites
are upgraded with intuitive search and navigation capabilities, website users will be able to
find information resulting in satisfaction and time savings. Making the websites compliant
with regulatory requirements such as the ADA will protect the Port from certain liabilities.
It is proposed that the Port enter into a professional services agreement with Booz Allen
Hamilton, Inc. to modernize all three web sites. Booz Allen Hamilton has the expertise
needed to do this work. Booz Allen Hamilton leverages its more than 65 years of
experience supporting public sector clients including government agencies at all levels,
institutions, and organizations worldwide. They have experience in applying strategy and
architecture that aligns to corporate goals. Their clients include the Port of Seattle and
United States Patent & Trademark Office. Booz Alan Hamilton will partner with Winning
Strategies (300 Frank G. Ogawa Plaza, Ste 261; Oakland, CA 94612; (510)835-3334), an
Oakland based, woman-owned company that is actively involved with the City of Oakland,
Alameda County and Oakland Unified School District's web and technology projects.
Winning Strategies will provide expertise in development and on-going support. Booz Allen
Hamilton, Inc. will use Phinney/Bischoff Design House's (614 Boylston Ave E; Seattle, WA
98102; (206)322-3484); www.pbdh.com) services to strengthen the branding and common
look-and-feel of the web sites.
The Port seeks authorization for the Executive Director to execute an agreement with Booz
Allen Hamilton, Inc. to modernize the Port's Websites for $921,040.
BUDGET & FINANCIAL IMPACT
The cost of website modernization project will come from the CIP budget under
SQ.00010.02.
STAFFING IMPACT
No additional staffing is needed.

SUSTAINABILITY
BOARD MTG. DATE: 12/2/2008
The resulting website will reduce paperwork otherwise used to respond to inquiries and
reduce the amount of paper used in printing numerous reports and publications throughout
the year.
ENVIRONMENTAL
The California Environmental Quality Act (CEQA) Guidelines, Section 15061(b) (3) ("the
general rule") states that CEQA applies only to projects that have the potential for causing
a significant effect on the environment. It can be seen with certainty that executing a
contract with Booz Allen Hamilton, Inc. will not have a significant effect on the environment,
and therefore is not a project under CEQA, and no environmental review is required.
MARITIME AND AVIATION PROJECT LABOR AGREEMENT (MAPLA)
This contract is for professional services that do not include construction, testing and
inspection, and the provisions of the Port of Oakland Maritime and Aviation Project labor
Agreement (MAPLA) do no apply to this work.
OWNER CONTROLLED INSURANCE PROGRAM (OCIP)
This project does not fall within the OCIP program.
GENERAL PLAN
This project is for professional services and will not directly include any alteration of
property. Development projects that result from these professional services will be subject
to separate findings of conformity with the City of Oakland General Plan in accordance with
Section 727 of the Charter.
LIVING WAGE
Based upon a review of the terms of the agreement and information provided by the
contractor, it appears that the living wage requirements set forth in Section 728 of the
Charter of the City of Oakland and Port Ordinance Number 3666, as amended, do not
apply because the contractor employs fewer than the 21 employees working on Portrelated
work required for coverage.
OPTIONS
1. Authorize the Executive Director to enter into a consulting agreement with Booz
Allen Hamilton, Inc. to modernize the Port's websites for $921,040.
2. Deny the authorization for the Executive Director to enter into a consulting
agreement with Booz Allen Hamilton, Inc. to modernize the Port's websites for
$921,040. However, by doing so the Port will see continued customer and public

BOARD MTG. DATE: 12/2/2008
dissatisfaction, miss the opportunity to increase productivity and leave the Port open
to certain liabilities arising out of ADA and other legal non-compliances.
RECOMMENDATION
It is recommended that the Board find and determine that it is in the best interest of the Port
to authorize the Executive Director to execute a professional services agreement with Booz
Allen Hamilton, Inc. to modernize Port's websites for $921,040.

TITLE: Authorization for the Executive Director to Execute Agreements to
Acquire, Implement and Host Enterprise Resource Planning (ERP)
System at the Port of Oakland in an Amount Disclosed to the Board of
Port Commissioners'
AMOUNT: Disclosed to the Board of Port Commissioners'
PARTIES INVOLVED:
TYPE OF ACTION:
SUBMITTED BY:
COMMITTEE ASSIGNED:
Corporate Name/Principal
Oracle Corporation
GIBER, Inc. with
SCHEDULED FOR COMMITTEE:
APPROVED BY:
FACTUAL BACKGROUND
AGENDA REPORT
Applications Software
Technology Corp. (AST)
Satyam Computer Services Ltd.
Yield Technologies, Inc. with
Sierra Atlantic, Inc.
Resolution
Location
Redwood Shores, CA
Concord, CA / Aliso Viejo, CA
Greenwood Village, CO
Naperville, IL
Santa Clara, CA / India
Chicago, IL
Fremont, CA
Frederick De Palm, Director of Information
Technology
Audit Budget & Finance / Administration
November 19, 2008 / November 25, 2008
Omar Benjamin, Executive Director
BOARD MTG. DATE: 12/2/08
The Information Technology (IT) Division has been mandated to modernize the Port's
computing environment and closely align itself to the Port of Oakland's adopted business
strategy. The existing IT environment is antiquated and lacks the cross-process integration
required to effectively and efficiently support the information needs of the business.
To address these issues, the Port developed the IT Strategic Technology Business Plan
that aligns business and IT strategies with IT implementation planning; ensures business
rationale exists in supporting technology investments; ensures appropriate investment
focus in applications delivery and supporting infrastructure; reduces architecture and
' The information Technology Division has informed the Board of its estimate for the these sereloes. It
is not disclosed here in the best interest of thepublic and the competitive process. Actual amounts will be
available after all of the contract agreement has been obtained.
DMS#214126

BOARD MTG. DATE: 12/2/08
design risks for application project implementations; and defines an actionable vision and
supporting business rationale for the future state computing environment.
As a key part of the IT Strategic Technology Business Plan, the Port's Human Resources
(HR) and financial software systems will be modernized. The current HR system runs on
the HP3000, an older system that is no longer made or supported by the manufacturer. The
financial system (SmartStream) is not user-friendly and does not address several of the
Port's needs including the ability to 'talk' with other systems.
The method of choice for modernizing financial, HR and other systems is the
implementation of an Enterprise Resource Planning (ERP) system. Prior to ERP systems, a
company would purchase a separate system for each function. For example, a company
would purchase a system to address financial functions and another system to address HR
functions. Unfortunately, these systems often would not 'talk' to each other, so data
exchanges between the systems were inefficient or non-existent. Reporting times were
longer, and the potential for productivity gains remained low.
An ERP system integrates all data and processes of an organization into a unified system.
HR, finance and other system components are integrated so that problems with data
exchange are prevented. Information is entered once and available to all ERP system
components immediately. Moreover, ERP systems offer much more powerful analysis,
management reporting and performance measurement on a timely basis compared with
non-ERP systems. Because of these benefits and the productivity increases that come with
it, companies and governmental agencies – including the Port's competitors – have
implemented or have started implementing ERP systems.
Implementing an ERP system, however, is complex. It involves more than just installing
software and hardware. ERP implementations require a multidimensional and complex
business change effort that converges people, process, and technology. Thus,
implementing ERP systems is typically not an "in-house" skill, so highly specialized
consultants are required.
On March 5, 2008, the Board of Port Commissioners passed a resolution (#08076) waiving
standard bidding and authorizing the Executive Director to execute an agreement with
Bauer Consulting, Inc. to develop an ERP business case / Request for Proposals (RFP)
and provide a solution for payroll software obsolescence for $400,000. This is Phase 1 of
the ERP project. The Port staff has shown enthusiasm in the ERP effort.
The formal RFP developed in Phase 1 included two parts: ERP software and
consulting/implementation/hosting services. The RFP was released, and the Port received
12 proposals. After two rounds of review, one finalist emerged for ERP software, and three
finalists emerged for consulting/implementation services.

ANALYSIS
BOARD MTG. DATE: 12/2/08
The finalist for the software portion of the RFP is Oracle Corporation (500 Oracle Parkway;
Redwood Shores, CA 94065; (800)ORACLE1; www.oracle.com). Oracle, a financially
healthy company with strong market positions, proposed its "E-Business Suite" ERP
software solution. The Oracle E-Business Suite can easily handle the Port's financial,
business, and human resources requirements as evidenced by its usage at 150 airports
worldwide, 12 seaports in the U.S.A. and 3 of the top 5 seaports in the world. It integrates
all data and processes so that current data exchange problems between functions like
finance and HR are solved. The Port will experience the benefits of more powerful analysis,
management reporting and performance measurement on a timely basis. Thus, ERP
implementation will support rapid and better informed decision making, enabling managers
to drive improvements in productivity and reductions in operating costs. Although the
implementation at the Port will focus on financial and HR functions initially, the system can
be expanded to integrate project management, property management, asset management,
capital project management, customer relationship management and much more. Because
of its advantages, the Oracle E-Business Suite was deemed superior than the other
proposed ERP systems.
The three finalists for consulting/implementation services are CIBER, Inc. (1401 Willow
Pass Road, Ste 800; Concord, CA 94520; (925)671-0595; www.ciber.com), Satyam
Computer Services Ltd. (3945 Freedom Circle, Ste 730; Santa Clara, CA 95054; (408)988-
3100; www.satyam.com) and Yield Technologies, Inc. (200 W. Monroe, Ste 2200; Chicago,
II 60606; (312)283-1403; www.yieldco.com). All three firms are qualified to implement the
Oracle E-Business Suite ERP at the Port.
GIBER is a $1 billion systems integrator with extensive Oracle implementation experience
in government entities. GIBER has partnered with Applications Software Technology Corp.
(AST) which brings experience in regional airports including Greater Orlando Aviation
Authority, Hillsborough County Aviation Authority ; Indianapolis International Airport,
Jacksonville Aviation Authority, and the Rhode Island Airport Corporation.
Satyam is a $2 billion firm that has implemented the Oracle E-Business Suite around the
world. Customers include Virgin Atlantic, Air India, British Airport Authority, Dubai Duty
Free, Emirates Airlines, World Heath Organization, American Eagle Tankers and Budget
Rent-a-Car. They have 3,000+ consultants focused exclusively on Oracle applications.
They are ranked #3 in Forrester Research in Oracle implantation capabilities.
Yield specializes in the management of building and implementing technology solutions.
The company has partnered up with Sierra Atlantic, a systems implementor. Sierra Atlantic
has implemented Oracle applications at the Port of Tanjung Pelepas, Potash Corp.,
Hempel Coatings, and Lexicon Marketing Corp. They have received recognitions including
Oracle's "E-Business Suite Implementor of the Year."
Port staff has been asked to expedite the implementation of ERP so that the Port can
realize its many benefits. By granting authority to enter into agreements with Oracle and/or

BOARD MTG. DATE: 12/2/08
any of the three consultant/implementation finalists, the Board of Port Commissioners can
facilitate a faster start of implementation.
The ERP software may be purchased directly from Oracle or through one of the
consulting/implementation firms – whichever one provides the better value.
Phase 2 of the ERP project is part of the "Begin Core ERP Foundation" Program under
Phase 1 of the Port's Strategic Technology Business Plan that was presented to the Board
of Port Commissioners on March 18, 2008.
This request seeks approval from the Board to authorize the Executive Director to execute
agreements to acquire, implement and host an Enterprise Resource Planning (ERP)
system at the Port of Oakland in an amount disclosed to the Board of Port Commissioners.
BUDGET & FINANCIAL IMPACT
The project is budgeted under CIP # SQ.00010.02 (IT Strategic Plan, Phase 1)
CIP Project Budget: $10 million
CIP To-Date Spending Amount: $218,000
Current Spending Request: $ (amount disclosed to Board of Port Commissioners)
Funding Source: Cash 100%
STAFFING IMPACT
No additional staffing is needed.
SUSTAINABILITY
To the extent possible, each of the three companies will seek to acquire, implement and
host ERP in a manner that includes sustainability and green practices.
ENVIRONMENTAL
The California Environmental Quality Act (CEQA) Guidelines, Section 15061(b)(3) ("the
general rule") states that CEQA applies only to projects that have the potential for causing
a significant effect on the environment. It can be seen with certainty that executing a
contract with any of the three firms will not have a significant effect on the environment, and
therefore is not a project under CEQA, and no environmental review is required.

MARITIME AND AVIATION PROJECT LABOR AGREEMENT (MAPLA)
BOARD MTG. DATE: 12/2/08
The matters contained in this Agenda Report do not fall within the scope of the Port of
Oakland Maritime and Aviation Project Labor Agreement (MAPLA) and the provisions of
the MAPLA do not apply.
OWNER CONTROLLED INSURANCE PROGRAM (OCIP)
N/A
GENERAL PLAN
This project is for professional services and will not directly include any alteration of
property. Development projects that result from these professional services will be subject
to separate findings of conformity with the City of Oakland General Plan in accordance with
Section 727 of the Charter.
LIVING WAGE
Based upon a review of the terms of the agreement and information provided by the
contractor, it appears that the living wage requirements set forth in Section 728 of the
Charter of the City of Oakland and Port Ordinance Number 3666, as amended, do not
apply because the contractor employs fewer than the 21 employees working on Portrelated
work required for coverage.
OPTIONS
1. Authorize the Executive Director to execute agreements with: (a) Oracle and/or (b)
one of the following three firms: GIBER, Inc.; Satyam Computer Services Ltd.; or
Yield Technologies, Inc. to acquire, implement and host an Enterprise Resource
Planning (ERP) system for the Port of Oakland in an amount disclosed to the Board
of Port Commissioners prior to the completion of the ERP vendor selection process.
This option provides the maximum schedule benefit for the ERP implementation
project and is the recommended option.
2. Direct staff to complete the ERP vendor selection process first and then seek Board
authorization for the Executive Director to execute agreements with the selected
vendors to acquire, implement and host an Enterprise Resource Planning (ERP)
system for the Port of Oakland for the negotiated price. This option will delay the
implementation of the ERP by approximately 3 months.
RECOMMENDATION
It is recommended that the Board find and determine that it is in the best interest of the Port
to authorize the Executive Director to execute agreements with: (a) Oracle and/or (b) one
of the following three firms: GIBER, Inc., Satyam Computer Services Ltd. or Yield
Technologies, Inc. to acquire, implement and host an Enterprise Resource Planning (ERR)
system at the Port of Oakland in an amount disclosed to the Board of Port Commissioners.
5

TITLE: Authorization for the Executive Director to Execute Enterprise Resource
Planning (ERP) Phase 1A Consultant Agreement for $147,000
AMOUNT: $147,000
PARTIES INVOLVED:
IMMMEMIIMMInn
Bauer Consulting, Inc. Belmont, CA
Adam Bauer, President
TYPE OF ACTION:
SUBMITTED BY:
COMMITTEE ASSIGNED:
SCHEDULED FOR COMMITTEE:
APPROVED BY:
FACTUAL BACKGROUND
REVISED AGENDA REPORT
BOARD MTG. DATE: 12/2/08
Resolution
Frederick De Palm, Director of Information
Technology
Administration
November 25, 2008
Omar Benjamin, Executive Director
The Information Technology (IT) Division has been mandated to modernize the Port's
computing environment and closely align itself to the Port of Oakland's adopted business
strategy. The existing IT environment is antiquated and lacks the cross-process integration
required to effectively and efficiently support the information needs of the business.
To address these issues, the Port developed the IT Strategic Technology Business Plan
that aligns business and IT strategies with IT implementation planning; ensures business
rationale exists in supporting technology investments; ensures appropriate investment
focus in applications delivery and supporting infrastructure; reduces architecture and
design risks for application project implementations; and defines an actionable vision and
supporting business rationale for the future state computing environment.
As a key part of the IT Strategic Technology Business Plan, the Port's Human Resources
(HR) and financial software systems will be modernized. The current HR system runs on
the HP3000, an older system that is no longer made or supported by the manufacturer.
The financial system (SmartStream) is not user-friendly and does not address several of
the Port's needs including the ability to 'talk' with other systems.
The method of choice for modernizing financial, HR and other systems is the
implementation of an Enterprise Resource Planning (ERP) system. Prior to ERP systems,
a company would purchase a separate system for each function. For example, a company
would purchase a system to address financial functions and another system to address HR
functions. Unfortunately, these systems often would not 'talk' to each other, so data
exchanges between the systems were inefficient or non-existent. Reporting times were
longer, and the potential for productivity gains remained low.
DMS4210329

BOARD MTG. DATE: 12/2/08_
An ERP system integrates all data and processes of an organization into a unified system.
HR, finance and other system components are integrated so that problems with data
exchange are prevented. Information is entered once and available to all ERP system
components immediately. Moreover, ERP systems offer much more powerful analysis,
management reporting and performance measurement on a timely basis compared with
non-ERP systems. Because of these benefits and the productivity increases that come with
it, companies and governmental agencies – including the Port's competitors – have
implemented or have started implementing ERP systems.
Implementing an ERP system, however, is complex. It involves more than just installing
software and hardware. ERP implementations require a multidimensional and complex
business change effort that converges people, process, and technology. Thus,
implementing ERP systems is typically not an "in-house" skill, so highly specialized
consultants are required.
On March 5, 2008, the Board of Port Commissioners passed a resolution (#08076) waiving
standard bidding and authorizing the Executive Director to execute an agreement with
Bauer Consulting, Inc. to develop an ERP business case / Request for Proposals (RFP)
and provide a solution for payroll software obsolescence for $400,000. This is Phase 1 of
the ERP project. The Port staff has shown enthusiasm in the ERP effort.
ANALYSIS
During the late stages of Phase 1, Bauer Consulting began performing some necessary
work outside the scope of Phase 1. Bauer Consulting performed this work ("Phase 1 A") to
maintain project momentum as approval for a Phase 2 was being sought. This work
included:
Develop a Solution Selection Procedure (SSP)
Goal of the SSP was to optimize selection of an ERP solution. ERP and sourcing selection
were both highly complex decisions that would have long-term implications and from which
would be very difficult to extract the Port. A custom SSP was thus designed to work
through this evaluation complexity. Furthermore, the SSP incorporated a step-ladder
decision making approach whereby the ERP Selection Committee arrived at a preferred
ERP solution over three successive rounds. Within each round, appropriate decision
making techniques and criteria were applied to filter out vendors and select a single
preferred ERP solution. The SSP achieved a multitude of objectives, which were as
follows:
• Facilitated efficient decision making with a high number of options and criteria.
• Competitive bidding that ensured best value for the Port.
• Facilitated direct comparison for software deployment options.
• Allowed for discovery of vendor capabilities due to fast-moving nature of the IT
industry.

• Conducted assessments at both vendor and solution levels.
• Limited vendors to a practical number.
• Adherence to public procurement procedures.
Key Deliverable: Solution Selection Procedure
Formulated an IT Service Model
BOARD MTG. DATE: 12/2/08_
An IT service model identifies the IT services needed to manage the ERP system once
implemented and, moreover, identifies who will provide those services: the Port's IT
department or external service provider (ESP). The model was developed based upon IT
support level needed by the business (i.e., revenue divisions, functional groups) as well as
targeted IT budget. The model was also the underpinning for an IT staffing model. In sum,
the model helped the Port as follows:
• Articulate a vision and direction regarding how the ERP system will be managed by
IT in order to achieve business results.
• Clarify needed application management services and isolates those services to be
delivered in a longer-term contract and an ESP (external service provider).
• Clarify service levels need for each module of the ERP system.
• Defined how will the Port and external service provider (ESP) would engage each
another in their long-term arrangement.
Key Deliverable: IT Service Model
Built a Functionality Comparison Database
Designed and built a database to support robust vendor capabilities analysis. This
database enabled detailed and comprehensive comparison of the Port's business
functionality requirements against that of ERP software vendor system capabilities and in a
systematic manner. Effort included populating the database. This meant entering over
5,000 responses to questions from the Port as well as digitally loading each vendor's
response into the dataset.
Key Deliverable: Functionality Comparison Database
Assessed Vendor Proposals
Processed vendors' RFP responses per the solution selection procedure (SSP) with goal of
determining best-fit vendor to the Port's needs. Principal activities were as follows:
• Detailed review of each vendor's proposal.
• Using the functionality database, performed functionality scoring and vendor-tovendor
and Port-to-vendor comparisons.
• Built solution sets from vendor responses. A solution set is a unique combination of

BOARD MTG. DATE: 12/2/08_
ERP software, application management, and implementation vendor. The Port
needed one of each to satisfy its requirements.
• Evaluated and rank-ordered solution sets per the solution selection procedure
(SSP). Comparison of these solution sets includes normalization of vendor
responses across software modules offered, depth of functionality, implementation
capabilities, and application management capabilities. Evaluation also includes
assessing the vendors as a firm, such as industry leadership and financial stability.
Furthermore, costs, risks and value of each solution.
• Calculate total cost of ownership to compare proposals across vendors and against
the Port's target budget.
• Prepared vendor analysis reports design for non-technical audiences as well as
presented them findings to the ERP Steering Committee.
Key Deliverables: Vendor Analysis Findings – Round 1, Vendor Analysis Findings – Round
2
Managed the RFP Process
Defined and drove the RFP process at the Port. Main activities included developing a
timeline, posting to the Port's website, distributing the RFP to interested vendors, executing
a pre-bid conference, issuing addendums and providing formal responses to vendor's
questions.
Please note that the RFP process was paused at end of stage 2 (of 3). At that time, the
following results were achieved.
• Obtained highly favorable bids from vendors. Through the RFP process a
competitive environment was created such that the Port received extremely
favorable pricing for tier one ERP vendors. The Port's objective was to implement
an ERP in the finance and HR functions within budget. The Port obtained bids for to
implement the ERP through the entire enterprise, including all revenue divisions
(project management, asset management, and property management).
• Aligned internal stakeholder to the ERP solution and vendors. Typical with
enterprise systems, all stakeholders must be behind the initiative and competing
agendas resolved. Difference and concerns were worked through and broad
support across the Port accomplished.
Key Deliverable: Obtained Competitive Bids from Vendors
This additional work in Phase 1A costs $147,000. The total cost of Bauer Consulting's work
is $547,000 ($400,000 for Phase 1 & $147,000 for Phase 1A). This compares with a
proposal from BusinessEdge Solutions for the price of $600,000 for a comparable scope of
work.
This request seeks approval to authorize the Executive Director to execute a supplemental
agreement with Bauer Consulting, Inc, for Phase 1A of the Enterprise Resource Planning
4

(ERP) Project for $147,000.
BUDGET & FINANCIAL IMPACT
The cost for this project will come from the CIP under SQ.00010.02.
STAFFING IMPACT
No additional staffing is needed.
SUSTAINABILITY
BOARD MTG. DATE: 12/2/08_
To the extent possible, performance of Phase 1A of the ERP Project will include
sustainability and green practices.
ENVIRONMENTAL
The California Environmental Quality Act (CEQA) Guidelines, Section 15061(b)(3) ("the
general rule") states that CEQA applies only to projects that have the potential for causing
a significant effect on the environment. It can be seen with certainty that executing a
contract with Bauer Consulting, Inc. will not have a significant effect on the environment,
and therefore is not a project under CEQA, and no environmental review is required.
MARITIME AND AVIATION PROJECT LABOR AGREEMENT (MAPLA)
The matters contained in this Agenda Report do not fall within the scope of the Port of
Oakland Maritime and Aviation Project Labor Agreement (MAPLA) and the provisions of
the MAPLA do not apply.
OWNER CONTROLLED INSURANCE PROGRAM (OCIP)
N/A
GENERAL PLAN
This project is for professional services and will not directly include any alteration of
property. Development projects that result from these professional services will be subject
to separate findings of conformity with the City of Oakland General Plan in accordance with
Section 727 of the Charter.
LIVING WAGE
Based upon a review of the terms of the agreement and information provided by the
contractor, it appears that the living wage requirements set forth in Section 728 of the

BOARD MTG. DATE: 12/2/08_
Charter of the City of Oakland and Port Ordinance Number 3666, as amended, do not
apply because the contractor employs fewer than the 21 employees working on Portrelated
work required for coverage.
OPTIONS
1. Authorize the Executive Director to execute a supplemental agreement with Bauer
Consulting, Inc. for Phase 1A of the Enterprise Resource Planning (ERP) Project for
$147,000.
2. Deny authorization for the Executive Director to execute a supplemental agreement
with Bauer Consulting, Inc. for Phase 1A of the Enterprise Resource Planning (ERP)
Project for $147,000.
RECOMMENDATION
It is recommended that the Board find and determine that it is in the best interest of the
Port to authorize the Executive Director to execute a supplemental agreement with Bauer
Consulting, Inc. for Phase 1A of the Enterprise Resource Planning (ERP) Project for
$147,000.
6