Item 9a Supp2
ITEM NO. 9a Supp2 DATE OF MEETING October 8, 2009 Capital Development Division 2010 Preliminary Budget Presentation to Commission October 8, 2009 Mission The Capital Development Division (CDD) delivers projects and provides technical and contracting services in support of the business plans and infrastructure needs of the Port of Seattle. 2 Priorities for 2010 Continue the full implementation of the changes resulting from recent audits and new Port Policies, anticipating a return visit from the State Audit Office in 2011. Begin operation of the new Enterprise-wide Project Delivery (EPDS) system. Prioritize accomplishment of critical CIP projects. Measure department performance according to the Capital Development Division performance metrics. Complete the high priority Capital Development Division Initiatives. 3 Key Budget Assumptions Budget built to projects and workload. Conversion of consultant performance to in-house continues. CPO vacancies filled. 4 Organization Chart Managing Director Asst. to Mng'g Dir. Capital Dev Div Connie Davis Ralph Graves Engineering Central Procurement Port Cons't Seaport Aviation Management Office Services Project Mgt Project Mgt Services Nora Huey Dwight Rives Dakota Chamberlain Bob Riley Ray Rawe Asst Director Asst Dir Eng Purchasing Capital Proj Mgr Eileen Francisco Design RealEst/Cruise Bob Maruska Tim Jayne Fred Chou Asst Director Janice Marsters Asst Dir Eng Construction Capital Proj Mgr CM Contracts Cargo/Container Program Ldr Janice Zahn Paul Powell Anne Porter Term & Tenant Infr & Security Survey Service Agreements Project Controls Larry Lanier Garry Ensley Brian Knight Curt Stahlecker Program Ldr Budget/Tech Landside & Bonnie Scott Admin Support Stormwater George England Constr Safety Cassie Fritz John Hogan 5 Org Expenses By Group 2008 2009 2010 2010 '10 Bud to '10 Target Actual App. Budget Budget Target $ % Capital Development Admin 93,309 554,217 389,915 526,506 136,591 25.9% Engineering 1,253,396 1,351,260 1,406,149 1,283,697 (122,452) -9.5% Port Construction Service 1,965,496 1,449,265 1,632,152 1,376,802 (255,350) -18.5% Central Procurement Office 1,313,019 1,494,027 2,278,125 1,419,326 (858,799) -60.5% Aviation Project Management 861,485 761,200 1,449,554 723,140 (726,414) -100.5% Seaport Project Management 798,948 1,400,044 754,201 1,330,042 575,841 43.3% Total Expense 6,285,651 7,010,014 7,910,095 6,659,513 (1,250,582) -18.8% 6 Baseline Budget Analysis 2010 (5%) '10 Bud to 2009 Total 2009 One 2010 Total Target based on '10 Baseline Costs bef Net 2009 Time 2009 Costs bef Net 2010 2010 One 2009 Baseline Target Cap & Trfs App. Budget Expense Baseline Cap & Trfs Budget Time Expense 2010 Baseline Budget Change % Engineering 3 - - - 0.0% PCS 7,406 - - - 0.0% Total Rev 7,409 - - - 0.0% CD Admin 553,917 554,217 - 554,217 389,615 389,915 - 389,915 526,506 136,591 25.9% Engineering 13,001,690 1,351,260 (255,000) 1,096,260 13,811,998 1,406,149 (399,791) 1,006,358 1,041,447 35,089 3.4% PCS 7,175,429 1,449,265 1,449,265 6,859,942 1,632,152 (200,000) 1,232,152 1,376,802 144,650 10.5% CPO 3,662,700 1,494,027 - 1,494,027 4,255,425 2,278,125 (85,000) 2,193,125 1,419,326 (773,799) -54.5% Avn PMG 6,824,293 761,200 (50,000) 711,200 6,455,038 1,449,554 (838,528) 611,026 675,640 64,614 9.6% Sea PMG 3,367,157 1,400,044 (690,000) 710,044 2,722,317 754,201 (236,164) 518,037 674,542 156,505 23.2% Total Exp 34,585,186 7,010,014 (995,000) 6,015,014 34,494,335 7,910,095 (1,759,483) 5,950,613 5,714,263 (236,350) -4.1% 7 One-Time Expenses $768k - RCF tenant improvement project work $100k - EPDS implementation support $218k AWV support $95k T5 dredging $188k FT net sheds $96k Water Meters $39k Dock inspections $200k Kilroy to STIA PCS move 8 Staffing FTEs by Department STAFFING (Full-Time Equivalent Position) % Change 2009 2010 2010 -2009 BY DEPARTMENT Budget Budget Budget Capital Development Administration 3 2 -33.3% Central Procurement Office 34 36 5.9% Engineering 111.5 111.5 0.0% Port Construction Services 54 55 1.9% Aviation Project Management 49 45 -8.2% Seaport Project Management 19.8 18.5 -6.6% TOTAL CAPITAL DEVELOPMENT DIVISION 271.3 268 -1.2% 9 Procurement Staff Pre-Audit 10 CPO Today 11 CPO Personnel Expenses $155k Director transferred in $270k 2009 vacancies $285k Position reclassifications $60k Reclassification benefits ($170k) Less capital ($55k) "First-cut" hire lag savings 12 Risks Financing difficulties disrupt capital programs. Operating income declines interrupt expense- funded programs. Personnel and process transitions disrupt project performance. Renewed audit scrutiny disrupts response and performance. Resource shortages constrain process improvements. 13 Opportunities Depressed market generates low bids for construction. Slowed design and construction employment provides quality candidates for CDD vacancies. Sustainable Asset Management can inform project decisions. Building Information Management can aid project visualization and construction. 14
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