Port of Oakland Aviation Director July 2015 Page 0

Port of Oakland
Aviation Director
July 2015
Page 0
July 27, 2015
Dear Future Colleague:
The Port of Oakland is pleased to announce the Director of Aviation opening for
the Oakland International Airport (“OAK”). The Director of Aviation serves as the
chief executive of OAK, and provides executive level leadership to the Aviation
Division staff on all aspects of OAK, including airport operations, management,
and business development.
The Port of Oakland was established in 1927 and is an independent department
of the City of Oakland. The Port oversees the Oakland seaport, Oakland
International Airport, and 20 miles of waterfront. Under the leadership of a sevenmember Board of Port Commissioners and Executive Director/Chief Executive
Officer J. Christopher Lytle, the Port of Oakland is a dynamic organization
providing great pay, excellent benefits, and an exciting corporate culture.
The recent accomplishments of OAK include the delivery of a $480-milliion BART
Airport Connector Rail project; a positive growth of air passenger traffic (10.3
million in calendar year 2014 with expected continued growth in 2015 and
beyond); improved customer experience to make OAK the airport of choice for
the San Francisco Bay Area; and, significant development and investment in
terminal renovation and hangar development.
We cordially invite you to review the enclosed prospectus to learn more about the
position of Director of Aviation at the Port of Oakland. In partnership with
Spencer Stuart, the Port is seeking a dynamic, spirited, and inspiring executive
who will provide the necessary leadership, vision, and drive to continue the
success of OAK.
If you are interested in learning more about this exciting opportunity, please do
not hesitate to contact Michael Bell at (305) 443-9911 or via email at
[email protected] or my office at (510) 627-1202 or via email at
[email protected]. All inquiries will be held confidential until mutual
interest is established.
Sincerely,
Christopher Boucher
Director of Human Resources
Port of Oakland
Aviation Director
July 2015
Page 2
POSITION SPECIFICATION
Client Organization
Overview
Oakland International Airport (“OAK” or “the Airport”) is the second-largest San Francisco
Bay Area airport, offering approximately 140 daily commercial passenger nonstop flights
to domestic and international destinations. The Airport serves general aviation and is
home to the largest air cargo facility in Northern California.
Passenger and Cargo Traffic
For the year ending December 31, 2014, OAK recorded 10.3 million passengers, up
6.1 percent from 2013. Airline seat capacity was up 1.8 percent, driven by new and
expanded services of several airlines responding to the opportunity presented by a
thriving Bay Area economy.
With more flights, new destinations and expanded cargo facilities, OAK enjoyed a healthy
year of growth in 2014, recording 12 consecutive months of increased passenger traffic.
Details on passenger and cargo traffic statistics are provided below:
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Aviation Director
July 2015
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In addition to its status as a major passenger airport, OAK serves the top two global air
cargo leaders, FedEx and UPS. OAK is the North American west coast hub for FedEx. In
late 2013, FedEx completed construction of a 200,000± square foot international sort
facility to complement its existing 280,000 square foot domestic operation at OAK. It also
is renovating and upgrading other on-Airport facilities with a total anticipated investment of
approximately $100 million over a five-year span. FedEx performs intermodal sorting and
distribution of freight and overnight packages to and from around the world from its stateof-the-art facilities. OAK also serves as the primary Northern California air cargo facility
for UPS with a major off-Airport sort facility on land leased from the Port and on-Airport
transfer and loading facilities.
In CY 2014, OAK handled approximately 1.2 billion pounds of air cargo (freight plus mail),
a 6 percent increase over CY 2013. FedEx is the major operator of freight aircraft with an
average of 17 flights per day and 962 million pounds of freight handled in CY 2014. UPS
operated an average of four flights a day and handled 185 million pounds of cargo in
CY 2014. Southwest ranks as the third-largest volume cargo carrier at OAK. With a large
fleet of aircraft with lower deck “belly” cargo space, Southwest handled 15 million pounds
of cargo in CY 2014. Small general aviation aircraft and a small number of charter aircraft
carry the remaining cargo at OAK. Air cargo activity declined significantly during the
global economic recession of 2008-2009 and is now steadily recovering. With its new and
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Aviation Director
July 2015
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improved facilities, FedEx’s traffic is up 11 percent since the depth of the recession, and
UPS’ landings have increased 6 percent since its low in CY 2010.
Oakland International Airport also is active in corporate aviation. OAK has two fixed-base
operators (FBOs) that serve local, national, and international corporate and dignitary
customers with full-service facilities. FBOs provide fueling, maintenance, charter aircraft
passenger services, and aircraft parking and storage on OAK’s airfield and in Port-owned
hangars. The two FBOs are: KaiserAir, which has operated at OAK since 1961; and
Landmark Aviation, which commenced operations in late 2011 and acquired the holdings
of Business Jet Center in 2013.
Airport Facilities
Oakland International Airport features the following assets and facilities:
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2,600 acres of land.
Two passenger terminals comprising 556,000 square feet and 29 boarding gates.
An international arrivals facility with 29,000 square feet.
Approximately 7,000 parking spots.
Four runways:
o 10,000-foot asphalt runway
o 6,212-foot asphalt runway
o 5,454-foot asphalt runway
o 3,372-foot crosswind asphalt runway
A map showing the layout of OAK is provided in Appendix A.
Recently Completed Capital Projects
OAK has recently completed several important enhancements to its asset base, either
handled directly by the airport or by tenants, including:
Directly by the Airport:
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Completed Phase I of a $120 million Runway Safety Area project relocating runway
thresholds, constructing new taxiways, relocating navigational aids and upgrading
aging airfield infrastructure for the airport’s main South Field. Phase II of the project
covering the North Field is in progress, making similar improvements to the parallel
runways used mainly for general aviation, with expected completion at year’s end.
As part of the multi-year Terminal 1 Renovation and Retrofit Program
o The Terminal 1 Central Utility Plant was replaced through a $33 million project that
used U.S. Green Building Council’s LEED building guidelines to construct a new
building and renovate the existing structure to house Facilities offices, a multi-use
Operations Training Center and various operational support areas and shops. The
project replaced aging and inefficient heating and cooling equipment with modern
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Aviation Director
July 2015
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o
demand-based technology controlled by a state-of-the-art energy management
system to maximize efficiency.
Construction commenced on a $100 million renovation of the Terminal 1 central
building to seismic retrofit, replace and upgrade infrastructure and improve the
passenger environment. The project is expected to be completed in Spring 2017.
Tenant investments:
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Rolls-Royce Engine Services Oakland, a major engine repair and overhaul service
provider to the commercial aviation industry, completed a $5 million upgrade to an
engine testing facility that will allow it to expand its services to additional engine types.
Landmark Aviation and a Fortune 500 corporate client completed a $1.6 million
renovation of a North Field hangar to accommodate a new base for the
San Francisco-based company. Landmark recently announced the authorization of its
OAK base as a Part 145 Certified Repair Station, adding full-service aircraft
maintenance capabilities to its avionics and mobile on-demand ground handling and
support services.
SecurityPoint Media and SpringHill Suites by Marriott partnered with OAK to transform
the security checkpoint lobby in Terminal 2 into an innovative “Experience Zone”
designed to offer new levels of comfort and service to travelers while still maintaining
the highest levels of security – the first of its kind on the West Coast and fourth in the
country.
Future Capital Program and Capital Budget
The Port’s 5-Year Capital Improvement Program (CIP) is currently approximately
$480 million. Of this, the airport has approximately $361.1 million in projects across
seven programmatic areas:
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Airfield
o Runway Safety Area Improvement Project
o Perimeter Dyke Improvements – Phase 1
o Runway 12/30 Upgrades
o Installation of Charging Infrastructure for Ground Support Equipment (GSE)
Terminal
o Terminal 1 Retrofit and Renovation Program
o TSA Recapitalization of Baggage Screening Equipment
Leased Area
Ground Access and Parking
o Air Cargo Way Repavement
o PARCS Upgrade
o BART-Oakland Connector
Security
Utilities
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Aviation Director
July 2015
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Other
Details on the various CIP projects across these seven areas are provided in Appendix B.
Primary funding sources for capital projects include:
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Federal Aviation Administration Airport Improvement Program (AIP) Funds
Passenger Facility Charges (PFC)/Customer Facility Charges (CFC)
Cash
Debt Financing
For FY 2016, the Port has budgeted $133.1 million for capital projects, of which $93.8
million relate to Aviation, distributed as follows:
Runway Safety Area
Terminal 1 Renovations
BART Connector Payment
TSA Recapitalization EDS
Air Cargo Way – Repave
Various Capital Equipment
Upgrade CCTV Head End
Replace Pump House 6
Lift Station Sewer Improvements
Airfield Ramp Control
Pre-Development
Misc. Facilities Replacement Projects
$37.0 million
$36.9 million
$8.0 million
$4.3 million
$1.9 million
$1.2 million
$0.8 million
$0.7 million
$0.4 million
$0.4 million
$0.5 million
$0.5 million
Total Aviation
$92.3 million
BART Connection
In November 2014, OAK celebrated the opening of its new Bay Area Rapid Transit
(BART) connector station located directly in front of the terminal buildings, offering
seamless, single ticket connections to all of BART’s 45 stations throughout the
San Francisco Bay Area and convenient connections to Amtrak’s Capital Corridor line.
The opening of the BART station is a critical element to connect OAK with the Bay Area’s
broader population, thereby increasing the utility and attractiveness of the airport.
Ridership to date to the station has exceeded projections.
As Oakland Mayor Libby Schaaf commented, “OAK’s central location and easy access to
BART are a time-saving convenience for the growing number of visitors to Oakland and
the rest of the Bay Area.”
Air Service Development
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Aviation Director
July 2015
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Oakland International Airport is currently served by the following domestic, international
and cargo carriers:
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Domestic – Alaska Airlines, Allegiant Air, American Airlines, Delta Air Lines,
Hawaiian Airlines, JetBlue Airways, Spirit Airlines
International – Norwegian Air Shuttle, SATA (summer season), Volaris
Cargo – FedEx, UPS
The airport features approximately 160 daily flights, of which approximately 20 are allcargo and, in terms of both passenger traffic and new nonstop destinations, OAK is the
fastest-growing airport in Northern California. OAK features direct flights to
49 destinations in 2015, an all-time high.
Passenger activity and market share by carrier in 2014 was distributed as follows:
Southwest Airlines is OAK’s largest carrier, accounting for 69 percent of the Airport’s
passenger activity and serving 20 nonstop destinations, with as many as 109 daily
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Aviation Director
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departures planned for summer 2015. Southwest added daily nonstop services to
Nashville (BNA) and New Orleans (MSY) in June 2015 and is adding service to
Columbus, Ohio (CMH) in August 2015.
The airport has been quite successful in its air service development efforts, with the
following new or enhanced services launched in 2014-2015:
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May 2014: OAK welcomed nonstop service between the Bay Area and the
Scandinavian capital cities of Stockholm, Sweden and Oslo, Norway with the launch of
flights by Norwegian Air Shuttle, providing new connections for business development
and tourism. The new service generated an estimated $79 million in visitor spending
in the Bay Area in addition to creating more than 50 direct jobs at OAK and hundreds
of indirect jobs in the region. The route is projected to generate full-year visitor
spending in the Bay Area of $128 million in 2015. In another first, Norwegian’s
transatlantic service was the first to be operated at OAK with the state-of-the-art ultraefficient Boeing 787 Dreamliner aircraft.
May 2014: Spirit Airlines continued the expansion of its sole San Francisco Bay Area
gateway at OAK with new, daily nonstop flights to Chicago’s O’Hare International
Airport (ORD) and Dallas/Fort Worth (DFW) beginning May 1.
July 2014: Hawaiian Airlines began seasonal nonstop flights between OAK and
Lihu’e, Kaua’i (LIH) and Kona, Hawai’i Island (KOA) in July and resumed the flights in
May 2015. OAK is now among the top five U.S. gateways to Hawaii.
November 2014: Volaris launched twice weekly nonstop service to Morelia,
Michoacan (MLM) and once weekly service to Leon, Guanajuato (BJX), Mexico,
building on existing nonstop services to Guadalajara and Mexico City.
December 2014: Surf Air, the innovative all-you-can-fly membership airline recently
ranked by Forbes in “America’s Most Promising Companies for 2015,” inaugurated
nonstop service to Hawthorne (HHA), Santa Barbara (SBA) and Truckee-North Lake
Tahoe (TRK) from Landmark Aviation’s terminal on OAK’s North Field.
January 2015: Volaris announced the addition of new nonstop service between OAK
and Tijuana, Mexico (TIJ).
January/June 2015: Southwest Airlines announced an expansion of its operations at
OAK with the addition of four new nonstop destinations: Baltimore-Washington DC
(BWI) and Dallas Love Field (DAL) beginning January 6, 2015, as well as Nashville
and New Orleans beginning June 7, 2015.
April 2015: Spirit Airlines launched new seasonal daily nonstop service to Houston
Bush Intercontinental Airport (IAH) which, together with existing service to Houston
Hobby (HOU) by Southwest Airlines, made OAK the only San Francisco Bay Area
airport offering nonstop service to both Houston airports.
July 2015: Southwest Airlines has announced the introduction of nonstop service
linking Columbus, Ohio with the San Francisco Bay Area with new flights between
Port Columbus International Airport (CMH) and Oakland International Airport (OAK)
beginning August 9, 2015. Columbus and the Bay Area are both home to the
headquarters of Fortune 500 corporations and share a number of key industries,
including technology, financial services, logistics, education, medical research and
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Aviation Director
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healthcare. Having daily nonstop service is seen as a boon to economic development
in both regions.
A Major Employer and Base of Employment
The Port of Oakland employs almost 500 Full-Time Equivalent staff, of which 255 FullTime Equivalent staff are employed in the Aviation division.
Approximately 8,000 individuals are employed on site at OAK by the Port of Oakland,
airline and cargo carriers, concessions and corporate aviation businesses. The largest
employers at OAK are Southwest Airlines (2,400; includes crew base staff), FedEx
(1,300), Rolls Royce Engine Services (400) and UPS (300).
Environmental Consciousness
Oakland International Airport is an environmentally conscious enterprise and has taken
important steps over the past year to lower its carbon footprint.
The following environmental projects are underway or recently completed:
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The 2003 Airport Development Program Mitigation Monitoring and Reporting Program
includes many air quality initiatives that the Port continues to implement, including the
alternative fuel incentive program for Airport-serving taxis and shuttle buses, and a trip
reduction program. The trip reduction program encourages Airport employees to seek
alternatives to commuting alone, such as vanpooling, carpooling, bicycling and using
BART or other public transportation.
The Airport continues to explore expansion of its electric vehicle (EV) charging
infrastructure. Currently, the Airport maintains a total capacity of 21 individual
charging stalls.
With the installation of pre-conditioned air (PCA) units on eight passenger boarding
bridges in Terminal 1, OAK is one of the few airports nationwide offering this amenity
at 100 percent of its gates. These units supply heated and cooled air to aircraft while
parked at the gate, allowing aircraft to turn off jet fuel-powered auxiliary power units
(APUs). The PCA units reduce fuel consumption, reduce airline costs and contribute
to emissions reductions. This project was completed in November 2014.
The Port continues to work with tenants and local funding partners to incent
conversion of ground support equipment (GSE) to alternative fuels, namely electricity.
The Airport increased the amount of recycling throughout its facility by 12 percent in
2014, from 653 tons in 2013 to 732 tons in 2014, and 150 tons of food waste was
composted from the terminals. The Airport expanded its recycling program in 2015 by
installing recycling receptacles on its curbside areas. This is expected to add at least
an additional 8.5 tons of recycling annually.
Financial Performance
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Aviation Director
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OAK is budgeted to generate $151.5 million in revenues in 2014-2015, distributed as
follows:
Airfield Revenue
Terminal Rent
Terminal Concessions
Other Airport Rentals
Parking and Ground Access
Other Terminal
Fueling Revenue
$31.6 million
$29.4 million
$20.5 million
$27.8 million
$31.0 million
$8.3 million
$2.9 million
Airport revenues are projected to increase to approximately $186 million by 2019-2020.
OAK is budgeted to incur direct operating expenses of $89.5 million in 2014-2015
(excludes allocation of centralized services such as finance, human resources, and legal):
Overall, the Port of Oakland is budgeted to generate $314.8 million in revenues and incur
$186.3 million in operating expenses (before depreciation) in 2014-2015.
Opportunities and Challenges Ahead
Looking ahead, OAK is faced with a number of important issues and opportunities,
including but not limited to:
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Continuing to improve domestic and international air service to the Airport, building on
recent successes.
Exploiting the locational advantage of Oakland in the thriving San Francisco Bay Area.
Exploring international air service possibilities, shifting certain seasonal and charter
service to year-round scheduled activity, and attracting new service altogether.
Further developing air cargo traffic.
Attracting more traffic from the large Bay Area catchment area.
Enhancing retail revenue and customer experience inside the terminals.
Identifying and pursuing real estate development opportunities at the airport site.
Continuing to play a key role as a catalyst of economic activity in the region.
Advancing the ongoing capital program at the airport.
History
OAK has served the air travel and air cargo needs of the Bay Area for 88 years. In 1927,
work crews at Oakland Municipal Airport (now the North Field at OAK), constructed what
was then the world’s longest runway, a 7,020-foot long strip that served as the takeoff
point for the first trans-Pacific flight from the U.S. mainland to Hawaii. The Airport
received national recognition at its 1927 dedication when Col. Charles A. Lindbergh
declared it “one of the finest airports” he had ever seen. It also was the departure point
for Australian World War I ace Sir Charles Kingsford-Smith, who made the first flight
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Aviation Director
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between North America and Australia in 1928. Famous aviators frequented OAK,
including Amelia Earhart, Bessie Coleman, Lester Maitland and Albert Hegenberger.
OAK also was the West Coast terminus for United Airlines’ newly introduced service to
New York in 1937. The new DC-3s carried 14 passengers and made the trip in 15 hours
and 20 minutes, with three stops. In 1962, Terminal 1 and Runway 12-30 (formerly 11-29)
were opened to accommodate growth and technological advancements in the aviation
industry. A second eight-gate terminal (Terminal 2) was opened in 1985 and was
expanded to a total of 13 passenger gates in 2007.
Ownership and Governance – The Port of Oakland
Oakland International Airport is owned and managed by The Port of Oakland, an
independent department of the City of Oakland governed by a seven-member Oakland
Board of Port Commissioners. The Board of Port Commissioners is vested with exclusive
control and management of Port property and revenues by the Charter of the City of
Oakland. A list of current members of the Board of Port Commissioners, along with their
biographical profiles, is provided in Appendix C.
The Port of Oakland owns and operates seaport and airport facilities and also leases and
rents facilities for railroad and trucking operations for transporting import and export cargo.
In addition, the Port of Oakland is involved in the management of commercial
developments, as well as public parks and conservation areas. The Port of Oakland was
founded in 1927 and is based in Oakland, California.
The Port of Oakland controls more than 19 miles of shoreline and the Port Area
encompasses more than 16,000 acres of property along and within San Francisco Bay
and the Oakland Estuary, including Port and privately-owned properties as well as State
of California Tideland Trust properties.
The Port generates and supports economic activity locally, regionally and globally through
three core business lines:
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Aviation. The Port owns and operates Oakland International Airport, the second-largest
San Francisco Bay Area airport, which offers approximately 140 daily commercial
passenger nonstop flights to domestic and international destinations, serves general
aviation and is home to the largest air cargo facility in Northern California.
Maritime. The Port owns and manages the fifth-busiest cargo container seaport in the
United States and the third-busiest port on the U.S. West Coast, moving more than
2 million 20-foot equivalent units (TEUs) annually. The Port is an international gateway,
with approximately 88 percent of its trade with international trading partners and regions,
and the remaining 12 percent representing domestic trade within the United States.
Real Estate. The Port owns and manages 876 acres of real estate along the Oakland
Estuary which includes commercial developments such as Jack London Square and
hundreds of acres of public parks and habitat conservation areas. The Port of Oakland
also serves as trustee for waterfront property serving commercial, recreational and public
access purposes.
The Port of Oakland provides a variety of centralized corporate services to the Aviation
business line, including:
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Executive Office, led by the Executive Director, which is responsible for the
formulation, interpretation and implementation of Port Policy. This includes the
development and implementation of the Strategic Plan, resource planning and special
projects.
Finance, including accounting, financial planning, purchasing and risk management.
Information Technology, including the planning, development, management,
operation, security and maintenance of the Port’s business systems and technology
portfolio, including the Enterprise Resource Planning (ERP) system.
Human Resources, including personnel and employee services, payroll and benefits,
labor relations, equal opportunity, workers’ compensation and organizational
effectiveness.
Communications, which provides timely, proactive and cost-effective strategic
communications to both internal and external stakeholders.
Government Relations, which works with other Port divisions to develop and
implement legislative, regulatory and advocacy strategies, and to establish the Port’s
position on legislative and regulatory proposals.
Social Responsibility, which aims to facilitate inclusion, fairness, equity and access to
economic opportunities, programs and services of the Port for the people and
businesses in the Port community through innovative policies and programs, strategic
partnerships and outreach.
The Port of Oakland does not receive local tax revenues and is financially self-sustaining.
Port operating revenues are generated through tenant and customer-related business
activities, and expended on Port operations, debt obligations, capital expenses and in
support of programs related to environmental stewardship and social responsibility. In
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addition to Port operating revenues, funding for capital development programs comes
from: grants, special fees (such as Passenger Facility Charges) and debt.
The Port of Oakland is a vital driver in the regional, national and international economies.
The Port provides valued services, facilities and infrastructure to its customers and
partners, thereby enabling their success while promoting stewardship in the community.
A list of the members of the leadership team at the Port of Oakland, along with their
biographical profiles, is provided in Appendix D.
More information on Oakland International Airport can be found at
www.oaklandairport.com and information on the Port of Oakland is available at
www.portofoakland.com
Leadership Transition at the Port of Oakland Department of Aviation
The Port of Oakland has engaged Spencer Stuart to partner on an executive search to
replace the Aviation Director, Ms. Deborah Ale Flint, who recently departed to serve as
the Chief Executive Officer of Los Angeles World Airports which manages Los Angeles
International Airport.
As the Port of Oakland Executive Director, J. Christopher Lytle, commented at the time,
“We are disappointed to lose such a dynamic, talented leader but she leaves behind a
strong management team that will carry on her legacy of innovation, planning and
financial discipline.” Ms. Ale Flint led a period of unprecedented growth at Oakland
International Airport.
This recruitment comes at a critical time in the history and development of the Aviation
Division, leveraging recent air service development successes and other important
milestones such as the new BART station at the airport. The airport has major growth
objectives ahead, including new air service development efforts and important terminal
redevelopment plans.
This airport “CEO” role presents a compelling opportunity for a strong and visionary leader
who has transformational skills. The new Aviation Director should be comfortable leading
an enterprise with a strong business orientation but with a clear understanding of the
importance of the public service agenda and public accountability. He or she also must
be comfortable working in a multi-faceted and complex enterprise and dealing with a
variety of internal and external constituent groups.
Position Summary
Reporting to the Executive Director of the Port of Oakland, the Aviation Director is
responsible for the safe, efficient, profitable development and operation of Oakland
International Airport and the Airport Division overall. In this capacity, he or she oversees:
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(a) the safe, reliable and efficient operation of the airport; (b) a program of air service
development to enhance both passenger and cargo air traffic; (c) a commercial
development effort to maximize revenue and profit from the airport’s asset base; (d) an
ongoing program of capital investment and maintenance; and (e) an effective program of
liaison with key constituent groups to ensure that the airport’s interests are coordinated
with those of all relevant stakeholders. Effectively, the Aviation Director functions as the
Chief Executive Officer of the enterprise.
The Aviation Director develops and recommends policies, budgets and current and longrange plans, including the airport master plan and is then responsible for implementing
such plans on the airport’s behalf. He or she also is responsible for monitoring operating
and financial performance against such plans, and for reporting on such performance to
the Port. Additionally, the Aviation Director manages continuing operations and ensures
that day-to-day operations are orderly and efficient. He or she also handles special
projects of both a programmatic and ad hoc nature.
As the leader of the airport enterprise, the Aviation Director provides leadership and is
ultimately responsible for recruiting, training, directing, motivating and evaluating the
professional, technical, customer service and administrative staff employed by the Airport.
Given the significant role the Airport plays in regional economic development, the Aviation
Director is expected to be a creative, broad-minded and visionary thinker who pushes the
frontiers of development. This work is carried out with a high degree of independence but
under the general direction of the Executive Director of the Port of Oakland and in close
interaction and cooperation with key stakeholder groups, including airlines, airport
concessionaires, on-airport tenants, service providers and leaders of various community
groups and local industries.
Given the key role played by the airport in the Oakland and Bay Area community and
economy, the Aviation Director is expected to maintain a strong outreach program and to
be highly visible and active in the community. The position is based at the Port of
Oakland corporate headquarters with substantial time spent on site at Oakland
International Airport in Oakland, California. This is an “at-will” position and serves at the
pleasure of the Port’s Executive Director.
Background information on Oakland is provided in Appendix E.
Key Relationships
Reports to:
Executive Director, Port of Oakland
Direct reports:
Assistant Director of Aviation Manager of Airport Properties
Aviation Marketing Manager
Airport Business Manager
Aviation Planning and Development Manager
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Executive Assistant
Overall, the Aviation Director oversees a staff of
approximately 255 FTEs and this number is expected to
remain fairly stable over the foreseeable future
Key relationships:
Board of Port Commissioners
Port Attorney
Port Audit Services
Human Resources/Labor Relations
Financial Services
City of Oakland
Airline representatives
Representatives of local and regional chambers of commerce,
and economic development authorities
Federal Aviation Administration
Transportation Security Administration
Local public safety organizations
Major Responsibilities
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Work with the Executive Director of the Port of Oakland to further refine the mission,
goals and priorities of the Airport.
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Prepare, gain approval for and execute against a long-term strategic plan as well as
an annual business plan for the Airport.
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Provide regular and timely reporting on results, issues and plans to the Executive
Director and his or her staff.
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Meet or exceed specific and negotiated financial and operating performance
objectives.
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Manage relationships with senior representatives of various key constituent groups,
including airlines, travelers, the business community, various levels of government,
the tourism industry, the convention industry, regulators and various community
groups.
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Negotiate and oversee important commercial arrangements with air carriers,
concessionaires and suppliers, and ensure they are mutually beneficial, economically.
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Drive and oversee the development of air service at the airport through strategicallyfocused approaches and innovative marketing efforts targeted at specific air carriers.
The Director should focus specifically on securing more non-stop flights to U.S.
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domestic and international destinations and on improving service and frequency to
existing markets.
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Ensure that the airport takes all necessary and appropriate actions to keep the costs
of operation at appropriate levels, in order to ensure the ongoing costcompetitiveness of the Airport and attract and properly serve the highly cost-conscious
airline community.
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Pursue ongoing commercial development, maximizing revenue and profitability from
real estate, facilities, retail, car rental, parking, advertising and other related assets
and services.
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Oversee ongoing capital improvement projects at the airports, ensuring that these
projects are executed on-time and on-budget.
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Serve as an ambassador for the airport, not only in the community but regionally,
nationally and internationally, representing the organization to current and potential
airline customers, government executives at various levels, the tourism and
convention industries, the business community, suppliers, contractors, partners, local
community groups and the public at large. Represent the airport to airport industry
groups such as Airports Council International – North America/World and the
American Association of Airport Executives.
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Work with local constituents to ensure that the airport serves as a key part of the
overall greater Oakland and Bay Area experience in all respects.
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Respond in a timely and effective manner to appropriate inquiries from government
officials, media and the public concerning airport activities.

Provide overall leadership to all airport employees, promoting and maintaining
strong employee morale. Establish high expectations for all employees with regard to
honesty, integrity, openness, loyalty, teamwork and responsibility. This includes
managing collective bargaining agreements and relationships with various labor
unions, as appropriate.

Ensure that the airport operates safely and efficiently, complying with all federal,
state and local regulations, policies and contractual obligations, while applying modern
best practices in airport management.

Provide command and oversight of airport emergencies, heightened security
situations and irregular weather operations.
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CANDIDATE SPECIFICATION
The Port of Oakland is seeking to meet a diverse slate of candidates for this position.
Ideal Experience and Qualifications

Senior-level executive and leadership experience in the airport or commercial
aviation sector. The successful candidate is likely today:
o
o
o

The leader at a small or mid-sized airport or aviation sector organization,
likely as a CEO or executive director, deputy director, chief operating officer or
general manager; or
A deputy or C-level executive at a larger airport or aviation sector
organization; or
An aviation sector executive from other sectors such as airlines and on-airport
service providers.
Serious consideration also will be given to senior business executives with no prior
airport or aviation experience, but with exposure to relevant or similar environments,
such as infrastructure-intensive, multi-constituent sectors. Example sectors of
relevance include:
o
o
o
o
o
o
o
o
o
Retail
Hospitality
Real Estate/Shopping Center
Infrastructure Industries
Utilities
Major Events
Bay Area Business Sector
Bay Area Chambers of Commerce/Economic Development
Bay Area Government/Quasi-Government.

Experience as a general manager with overall cross-functional responsibility for the
development and management of an enterprise or complex organization. Ideally,
experience as a chief executive officer and, if not, as a chief operating officer or a
divisional or business unit general manager.

Functionally stronger in business development and other commercial and
financial disciplines than in operations, particularly given the airport’s need for
enhanced air service.

A very strong track record in air service development. Experience in marketing, as
related to the goal of pursuing passenger and cargo traffic growth for the airport, both
domestically and internationally.
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
Ideally, exposure to commercial and retail development activity.

Experience in facilities development and capital program management, with a
track record of on-budget, on-time delivery.

Experienced in government contracting.

Experienced, effective and comfortable working with organized labor; has
demonstrated a productive and collaborative experience in labor relations.

Ideally, experienced in both the public and private sectors and, at minimum, at
their interface including in public-private partnerships.

Experienced and comfortable working in the corporate finance environment,
securing substantial funding for capital projects. Brings specific exposure to municipal
finance markets.

Community outreach oriented with experience representing his or her
organization at very senior levels to a wide variety of audiences, including the
community and the public-at-large.

Experienced and comfortable working in highly visible positions that have put him or
her “in the spotlight” and “under the microscope.” Adept at dealing with the media on
a regular basis.

Experience with dealing at senior executive levels with government, regulatory and
community groups.

Has demonstrated an ability to work cooperatively with a large and diverse
community of interests, wherein his or her business or asset is a key part of the
“value chain” for other organizations, and therefore cannot act purely independently.

A strong networker who is oriented toward community outreach and integration
and who gets involved in activities beyond his or her direct organization.

An unblemished record as it relates to his or her ethical integrity and that of the
organizations he or she has served.

An undergraduate degree in business, economics, public administration, engineering
or a related discipline, and, ideally, an M.B.A. or related advanced degree.

Prepared to relocate to and reside within the City of Oakland.
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Ideal Personal Profile

Has demonstrated a strong visionary thinking and strategic ability coupled with
the capability to translate his or her vision into concrete actions and results. Has
consistently left organizations stronger and visibly different than he or she found them.

A strong, visible and charismatic leader of people with the dynamic leadership
skills required to motivate and “move” people in new directions.

A “driver” who is continually identifying and pursuing opportunities for growth,
development and change.

Balances his or her visionary orientation with solid execution skills; is resultsfocused. Manages acutely for performance internally and explicitly rewards
performance while penalizing under-performance.

A high-energy, results-oriented professional with a bias for action and an ability to
inject greater pace and vigor into an organization.

Highly collaborative by nature with good teamwork skills, particularly across
organizations.

An effective arbitrator and consensus builder, capable of appreciating the differing
and sometimes competing interests in a situation and of bringing them together
around a common and acceptable solution.

Has “gravitas” and senior executive level stature to command respect and
attention in the role, both internally and externally.

A strong delegator who makes effective use of his or her team and does not
micromanage.

Passionate and courageous; not afraid to stand up for what he or she believes in.
Comfortable making tough decisions when necessary.

Strong business and financial acumen and insight.

Strong negotiation and consensus-building skills in order to secure cooperation
across various internal and external parties on important issues. Excellent
constituent management skills across a broad array of stakeholders.

Well-developed verbal and written communication skills.
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
Brings an apolitical orientation, but with good political acumen and sensitivity. Can
handle himself or herself well with politicians and political bodies.

Service oriented. Appreciates that an airport organization is effectively a service
business to a variety of stakeholders. A strong believer in high levels of customer
service who injects this, with enthusiasm, into the airport team at all levels.

Confident but with an ego that is in check; knows when to take credit and when to
let others do so.
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APPENDIX A
PORT OF OAKLAND
AVIATION AREA MAP
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APPENDIX B
PORT OF OAKLAND
AVIATION PROJECTS
The 5-Year CIP includes approximately $361.1 million of projects at the Airport and is
divided into seven programmatic areas: Airfield, Terminal, Leased Area, Ground Access
and Parking, Security, Utilities and Other.
Airfield
Approximately $112.2 million is included in the 5-Year CIP for airfield projects. Projects in
this category include runway safety area improvements, perimeter dike improvements,
critical pavement rehabilitation, Airport pavement management system update and
projects triggered by the opening of the new air traffic control tower (ramp control).
Runway Safety Area Improvement Project
The FAA requires that commercial airports
regulated under Part 139 have standard
Runway Safety Areas (RSAs) where
practicable. The FAA has a high-priority,
congressionally mandated program to enhance
safety by upgrading the RSAs at commercial
airports. The FAA provides approximately 80
percent of the funding to support these
upgrades. RSAs enhance the safety of aircraft
that undershoot, overrun, or veer off the
runway. RSAs are required at both ends and along the sides of runways to provide
greater accessibility for firefighting and rescue equipment during such incidents.
Construction of the South Field improvements began in May 2013 and was substantially
completed in September 2014, though work on the runway is expected to continue
through summer 2015. The substantially completed project includes runway paving, two
new taxiways, drainage improvements, upgraded FAA navigational aids and upgraded
airfield lighting. North Field design is complete and the bid was awarded in August 2014.
Construction of North Field improvements are scheduled to be substantially complete by
December 31, 2015. Approximately $37 million remains in the 5-Year CIP to complete
construction of the South Field and North Field RSA improvements. Although not all of
the grant funding is in place, the 5-Year CIP assumes that this project will be awarded
with approximately $62.8 million of Airport Improvement Program (AIP) grants.
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Perimeter Dike Improvements Phase 1
The perimeter dike separates OAK’s South
Field airfield from San Francisco Bay waters
and protects the essential airfield and terminal
facilities. The Port has completed a series of
studies that assessed existing geotechnical
conditions, vulnerability of the dike to storms,
sea level rise and potential future seismic
events, and has identified improvements
needed to address those vulnerabilities.
Design and environmental review is underway
and is expected to be completed in FY 2016.
The project has been designed to be scalable to allow for construction based on available
funding. $10 million of dike construction costs has been included in the 5-Year CIP.
Approximately 50 percent of the $10 million is expected to be funded by two State Local
Levee Assistance Program (LLAP) grants. The LLAP was created in 2006 when
California voters approved Proposition 84, which provided funds for programs to evaluate
and repair local levees and flood control facilities. This grant was awarded in May 2014
and expires after five years (2019).
The Port continues to seek alternative funding sources in order to fully construct the
approximately $51 million project. Most recently, the Port has been in discussion with
Alameda County Transportation Commission (ACTC) to seek funding through the
Measure BB Tax Fund. If successful, the Port would consolidate the construction of the
$10 million phase (scheduled for FY 2017) in order to benefit from economies of scale and
consolidated mobilization. A portion of fuel pipeline related work is currently in demolition
and being funded by pipeline owners and is not included in the 5-Year CIP.
Runway 12/30 Upgrades
Runway 12/30 is the Airport’s main commercial air carrier runway. The runway is fully
instrumented to allow aircraft operations up to current FAA standards. With 10,000 feet in
length, it provides landing and take-off distances that accommodate all types of
commercial and air cargo aircraft. A runway pavement overlay project completed in 2001
extended the service life of the runway for an estimated 15 years; accordingly, the runway
is due for a new overlay in 2016. As described above, the South Field RSA project
included a new pavement overlay on a portion of the runway. Planning and design of a
pavement overlay project for the remaining portion of Runway 12/30 is scheduled to be
performed during FY 2016, with construction planned for summer 2017. Approximately
$28 million is included in the 5-Year CIP for this pavement overlay project, of which $22.4
million is expected to be funded using future AIP grants.
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Installation of Charging Infrastructure for Ground Support Equipment (GSE)
Airline and ground-handler tenants own the GSE operated at OAK. Approximately
70 percent of the Airport-wide GSE fleet is based in Terminal 2 and has been electrified.
In order to meet the demand from tenants who operate the remaining 30 percent of GSE,
the Port is scoping a project to install electric infrastructure at Terminal 1. This project is
estimated to cost $4 million, of which approximately 80 percent is anticipated to be funded
using Voluntary Airport Low Emissions (VALE) grants.
Terminal
The passenger terminal complex at OAK includes Terminal 1 (T1; 16 gates) and Terminal
2 (T2; 13 gates). An extensive expansion and renovation of T2 was completed in 2006.
Capital projects in the 5-Year CIP associated with T2 include scheduled re-roofing of
Building M130 and the TSA Recapitalization for Baggage Screening Equipment. The
majority of the other capital improvements are focused on T1. Approximately
$187.2 million is included in the 5-Year CIP for terminal-related improvements, of which
$47.3 million is included in FY 2016. These costs are anticipated to be largely funded
through Passenger Facility Charges (PFCs).
Terminal 1 Retrofit and Renovation Program
The Port continues its next phase of the Terminal 1
Program development through renovations required
to meet current codes, mitigate life safety issues,
replace inefficient and outdated infrastructure,
improve passenger service, prolong service life and
improve life cycle costs. The overall program for the terminal renovation is called “Moving
Modern”. Approximately $179 million is included in the 5-Year CIP for the T1 Program,
which will be mostly funded with PFCs.
The T1 Program is being implemented in a phased manner that aligns near-term needs,
prioritized life safety and other code requirements, and funding availability. Customer and
tenant needs are continuously evaluated as projects are designed and implemented. The
entire T1 Program incorporates green building principles.
The Port is seeking Leadership in Energy & Environmental
Design (LEED) certification for the design and construction
of the Building M102 second level.
The T1 Mechanical Building construction, including
equipment installation and advanced hydronics, was
completed in FY 2014, and new mechanical and electrical
systems were activated. Inefficient steam boilers were
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replaced with condensing hot water boilers. The boilers and chillers are designed to be
staged based on demand and controlled by a state-of-the-art energy management system
to maximize performance and efficiency.
The renovation and seismic retrofit of Building M104 was completed in FY 2015 and
included seismic upgrades, architectural enhancements, interior space modifications for
work space, new roofing and drainage, replacement of heating, ventilation and air
conditioning (HVAC) systems, replacement of lighting and lighting control systems,
upgrade of the fire alarm system and installation of a new fire protection system.
In November 2013, the Board authorized $109 million for the major seismic retrofit of
Building M102 and associated projects. Construction began in April 2014 and is
anticipated to continue for approximately three years. The M102 construction includes
structural upgrades, replacement and upgrades to the building systems and infrastructure,
architectural enhancements, including the renovation of the mezzanine level offices and
public service/meeting space, and the demolition of the decommissioned South Field air
traffic control tower.
During FY 2015, much of the exterior seismic work (shear walls and micropiles) was
completed and Port staff occupying the second floor mezzanine offices were relocated to
temporary space (the Shepard-Glenn Building) to facilitate the installation of the interior
construction. Interior work to be accomplished in FY 2016 is anticipated to include the
installation of seismic bracing and other infrastructure in the highbay ceiling area, while
the security checkpoint remains in operations. Interior renovations are anticipated to
include a new window wall system to increase natural light, upgraded restrooms, new
elevators, a redesign of the second floor administrative offices and public meeting space,
and signage enhancements. Construction is expected to be completed in spring 2017.
During FY 2015, planning studies, forecasts and analysis for upgrades to the International
Arrival Building (IAB) were undertaken to prioritize the next phase of development for T1.
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Conceptual planning for IAB assessed the condition of the existing facilities. It was
determined that the existing IAB at OAK is functionally undersized, aged and does not
provide redundant baggage carousels to ensure operational reliability to accommodate
current passenger levels and industry standard criteria for international passenger
operations. The current conditions could affect the ability of OAK to retain existing service
and may limit projected service growth in the future.
The Port has initiated the design for a series of operability improvements including a new
baggage claim system which will include two baggage claim devices, expanded
passenger queuing and processing area to improve the primary screening operations,
installation of new processing technologies/equipment, updated restroom facilities, and
seismic and other building upgrades. This project will bring the IAB complex up to current
manageable standards, extend its useful life and make it serviceable and functional to
safely and efficiently accommodate passengers and air carrier operations up to
approximately 600 passengers per hour. Design is expected to be completed and
construction begun during FY 2016. The project is anticipated to be funded primarily
using PFCs and is programmed to be completed in 2017.
TSA Recapitalization of Baggage Screening Equipment
The Transportation Security Administration (TSA) Electronic Baggage Screening Program
(EBSP) has undertaken a national recapitalization effort because many of the existing
checked-bag Explosives Detection Systems (EDS) deployed at airports throughout the
country are nearing the end of their projected useful life. The recapitalization effort refers
to the replacement of EDS machines, typically with a newer model EDS machine with
similar or better throughput and capabilities.
The TSA selected OAK as a priority airport to participate in the TSA’s program to
recapitalize the EDS located within the Checked Baggage Inspection System of Terminal
2. The Port is required to design and implement terminal infrastructure modifications
needed for the installation of EDS within the baggage screening area. The Port has
entered into an Other Transaction Agreement (OTA) that requires the TSA to largely cover
design and construction costs. Design is now completed and approved by the TSA; it is
expected that construction will begin in fall 2015 and will be completed during FY 2016.
This project construction is estimated to cost about $5.7 million, most of which is
anticipated to be funded by the TSA.
Leased Area
The Port routinely monitors and implements improvements needed to meet existing lease
requirements (apron, foundation, roofing and walls) and support revenue retention and
generation. Some leased facilities at North Field are in poor condition and must be
improved in accordance with the Port’s contractual obligations to tenants. A thorough
assessment of the North Field properties lease requirements has been conducted and an
on-going program to address the required improvements is being developed.
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Approximately $4.8 million is included in the 5-Year CIP for this category of
improvements.
Ground Access and Parking
This category includes a range of Airport ground access-related projects intended to
improve customer service, fulfill regulatory permit obligations and/or maintain revenues. It
includes an upgrade to the parking revenue control equipment, and several roadway and
surface parking reconstruction projects. Approximately $23.7 million is included in the 5Year CIP for these projects.
Air Cargo Way Repavement
Air Cargo Way is a nearly 3,000 linear foot roadway that connects Ron Cowan Parkway
with the FedEx air cargo metroplex, the FAA air traffic control tower, the materials
management site, and the Aircraft Rescue and Fire Fighting (ARFF) facility. The
pavement of Air Cargo Way is well beyond its useful life and in need of repair. A project
to repave Air Cargo Way was initiated in FY 2015 and is scheduled to be completed in FY
2016 for an estimated $1.9 million.
PARCS Upgrade
The Parking Access and Revenue Control System (PARCS) is critical infrastructure
needed to operate the on-Airport revenue parking facilities. The current system needs to
be replaced as it is aged and no longer effectively supported by the manufacturer.
Selection, procurement and installation of a new system is scheduled to be completed in
FY 2016 for an estimated cost of $3.5 million.
BART-Oakland Airport Connector
The BART-Oakland Airport Connector project was completed during FY 2015 and opened
for service on November 22, 2014. The total project cost was $484.1 million. The Port’s
total contribution to the project is $45.4 million, funded by PFCs. Approximately
$10 million of the Port’s contribution remains to be paid and is included in the 5-Year CIP.
Security
Approximately $16.3 million is included in the 5-Year CIP for Airport security projects. Key
projects include initiation of terminal modifications and related technology to support
employee screening, closed circuit television camera expansion and upgrades,
completion of a perimeter fencing project for an air cargo building, cyberlock replacement,
access control upgrades and other security system upgrades.
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Utilities
OAK has an extensive utility network, serving approximately 2,600 acres of land area.
Water, stormwater, sewer and electrical infrastructure are vital to the ongoing operation of
Airport facilities; failures must be avoided through a combination of maintenance and ongoing capital investment. Approximately $8.9 million has been included in the 5-Year CIP
for utility infrastructure projects. These projects include water and sewer upgrades, pump
house and sewer lift station replacements, and electrical duct bank and distribution
upgrades.
Other
Approximately $7.9 million is included in the 5-Year CIP for miscellaneous Aviation
Division projects, including Aircraft Rescue and Firefighting (ARFF) replacement trucks,
information technology and telecommunications upgrades (including common use selfservice kiosks and implementation of automated passport control kiosks), capital
equipment purchases and pre-development studies.
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APPENDIX C
PORT OF OAKLAND
BOARD OF PORT COMMISSIONERS
Earl S. Hamlin, President
Commissioner Earl S. Hamlin has degrees from Oberlin College (AB) and
the University of California, Berkeley (JD & MBA). His actual job title of
General Whatnot at investment bank Hambrecht & Quist not only described
his varied activities there (financial analysis, corporate finance and venture
capital) and a diverse range of company clients (anything outside of
technology), but is an apt metaphor for his work and vocational experiences
– warehouseman, real estate sales, community organizer, political
operative (small time), Alameda County Planning Commissioner (State
County Planning Commissioner of the Year-2001), and Treasurer, Chabot
Space & Science Center. He holds a Chartered Financial Analyst
designation, was a founding member of the San Francisco Valuation Roundtable, and has
been a Director of several companies.
Commissioner Hamlin's community activities include Alameda County Economic Development
Advisory Board, Oakland Blue Ribbon Housing Commission, Alameda County Transportation
Commission CAWG, and Elder, Montclair Presbyterian Church. Mr. Hamlin enjoys gardening,
is the family genealogist and learned from his grandfather the art of storytelling. He and his
wife, Bonnie Hamlin, have been Oakland residents for 41-years.
Alan S. Yee, First Vice President
Commissioner Alan S. Yee has more than 30 years of legal experience.
Commissioner Yee serves as partner in the law firm of Siegel & Yee. Mr.
Yee has litigated commercial cases involving trade and international
commerce, representing businesses in trade with companies in China,
Hong Kong and Taiwan. He received his bachelor's degree in 1974 from
Princeton University and his juris doctorate in 1978 from the University of
California's Boalt Hall School of Law in Berkeley. Commissioner Yee also
has an extensive history of community involvement and public service. Mr.
Yee was elected as a trustee of the Peralta Community Colleges and
served as its president in 1994. He was appointed to the City of Oakland's
Police Review Commission and served as its chair 1997-2000. Mr. Yee has also served on the
boards of the Chinatown/Central District Community Development Council for the City of
Oakland, the Oakland Intergovernmental Council and the East Bay Conversion and
Reinvestment Commission.
Commissioner Yee has received numerous commendations and awards for his service,
including: State Bar of California President's Pro Bono Service Award, 2004; Asian Health
Services 35th Anniversary Honoree Award, 2009; East Bay Asian Local Development
Corporation Gerald Leo Award, 2008; Oakland Chinatown Chamber of Commerce Award for
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Promoting Community Development, 2003; City of Oakland City Council Proclamation for
Exemplary Services to the Community, 2004; and City of Oakland District 4 Local Hero Award,
2007.
Michael Colbruno, Second Vice President
Commissioner Michael Colbruno is currently a partner in the Milo Group of
California, a public affairs firm, and managing member of Iris Outdoor, a
billboard advertising firm. From 1999-2010, Mr. Colbruno served as Vice
President of Government Affairs for Clear Channel Outdoor/Northern
California. Prior to joining Clear Channel, Mr. Colbruno worked in local and
state government as a legislative director and chief-of-staff in the San
Francisco Mayor's office, San Francisco Board of Supervisors, and
California State Legislature. Throughout his extensive career in public
affairs, Commissioner Colbruno has overseen legislative activities and
intergovernmental advocacy initiatives, media relations, and community
affairs throughout the Bay Area.
Mr. Colbruno was appointed by three successive Oakland mayors to serve on the City's
Planning Commission, and during his tenure was selected to oversee the City's rezoning
effort. In addition to this prior public service, Commissioner Colbruno has served as chair of
the Chabot Space & Science Center and chair/founder of the Philharmonia Baroque Orchestra
Corporate Counsel. He is currently a board member of the Merola Opera Program in San
Francisco and the Berkeley Music Group, which is renovating the UC Berkeley Theater. He
was named the "Corporate Citizen of the Year" by the Oakland Metropolitan Chamber of
Commerce.
Cestra "Ces" Butner, Commissioner
Commissioner Cestra "Ces" Butner is the President, CEO and owner of
Horizon Beverage Company, an Oakland-based beverage distributorship
that supplies retailers in Northern Alameda County and Western Contra
Costa County. Upon graduating from the University of Missouri in 1975 and
working in Minneapolis and Chicago for Fortune 500 companies, Mr. Butner
settled in Oakland in 1981, working for a local beverage distributorship. By
age 33, he became the youngest owner of an Anheuser-Busch wholesale
operation in the country. Through acquisitions and expansions over the last
25 years, Mr. Butner has more than tripled the size of Horizon Beverage
Company revenues placing it among Black Enterprise's top 100 Black
Owned Business nationally. His community service work includes serving on the boards of the
East Bay YMCA, Oakland Metropolitan Chamber of Commerce, and as president of Sequoyah
Country Club. Mr. Butner lives in Oakland with his wife Teresa and two daughters Raquel and
Andrea.
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James W. Head, Commissioner
James Head has served as director of programs for the San Francisco
Foundation, a regional community foundation, which provides resources
and support to organizations serving five Bay Area communities. He has
over 30 years of experience in the fields of philanthropy and grant making;
nonprofit management and technical assistance; community and economic
development; and public interest law. Prior to joining the foundation in
2004, Mr. Head was president of the National Economic Development and
Law Center (NEDLC) for 18 years. Additionally, Mr. Head has served for
many years as legal counsel of the California Community Economic
Development Association (CCEDA) and has been a member of numerous
foundation advisory boards, including the Open Society Foundation of New York, the Charles
Stewart Mott Foundation of Michigan and the Columbian Foundation of San Francisco. Mr.
Head received his juris doctorate from the University of Georgia School of Law and has bar
memberships in Georgia, Florida, and California.
Bryan Parker, Commissioner
Commissioner Bryan Parker serves as the Vice President of Davita, Inc., a
Fortune 500 company and leading provider of kidney care in the United
States, providing dialysis service and education for patients with chronic
kidney failure and end stage renal disease. Prior to joining Davita, Mr.
Parker volunteered for nine months with the Obama Presidential
Campaign's finance committee and before that, he was the Chief Operating
Officer of a $100 million global digital media company. Mr. Parker's broad
expertise also includes investment banking, operations management and
law. He received his BA from the University of California, Berkeley in
Political Economy of Industrial Societies and JD from the New York
University School of Law in 1995 (bar certified in both California and New York). Mr. Parker's
community service includes volunteering at his local church, Allen Temple Baptist Church and
his hobbies include art collecting and football.
Joan H. Story, Commissioner
Commissioner Joan Story is a partner in the international law firm of
Sheppard Mullin Richter & Hampton, LLP. Ms. Story has more than 35
years of experience representing developers, foreign and institutional
investors and corporate users of commercial real estate. Her work includes
purchase, sale, leasing and financing of industrial, retail, office and multifamily residential properties; the structuring of public-private partnerships;
and negotiation of on-airport leases and use agreements.
Ms. Story is a graduate of Occidental College and received an MA in
Political Science from UCLA and a JD degree from UC Davis School of
Law. She and her husband, Robert Kidd, have been Oakland residents
since 1977 and have two children who are also Oakland residents. Ms. Story has served on a
number of boards, including The Trust for Public Land California Advisory Board, the Child
Care Law Center and the Alumni Boards of Occidental College and UC Davis School of Law.
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She is a Fellow of the American College of Real Estate Lawyers. Ms. Story has been
recognized by the San Francisco Business Times as a Northern California Real Estate
Woman of Influence and by San Francisco Magazine as one of Northern California’s Top 50
Women Lawyers.
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APPENDIX D
PORT OF OAKLAND
LEADERSHIP TEAM
Chris Lytle, Executive Director
J. Christopher Lytle, Executive Director of the Port of Oakland, California,
was named to the Port's top management position on July 22, 2013, by the
Oakland Board of Port Commissioners, the Port's seven-member governing
body.
Prior to assuming the position at the Port of Oakland, Mr. Lytle served as
the Executive Director at the Port of Long Beach. A longtime shipping
industry veteran, Mr. Lytle served as the Deputy Executive Director and
Chief Operating Officer from 2008 to 2011 for the Port of Long Beach. He
joined the Port in September 2006 as Managing Director of the Port's Trade
Relations and Port Operations Bureau.
Before joining the Port, Mr. Lytle served as Vice President of West Coast Operations for the
French-based shipping line CMA CGM, which has significant marine and terminal operations
at the ports of Long Beach, Oakland and Seattle. Mr. Lytle has also held executive positions at
P&O Ports North America, Denmark-based APM (Maersk) Terminals, and Sea-Land Service,
Inc.
Mr. Lytle has been affiliated with several associations serving the maritime industry, including
the Pacific Maritime Association, and the Pacific Merchant Shipping Association, where he
was on the Board of Directors. He also has served on the boards of the Steamship
Association of Southern California, the Propeller Club of Los Angeles and Long Beach, and
the Marine Exchange of Southern California, and was a member of the Executive Committee
for the Center for International Trade and Transportation. He currently is on the board of the
University of Denver's Intermodal Transportation Institute. Also, he served as a trustee with
the Long Beach Ronald McDonald House, a charity organization.
Mr. Lytle holds a master's degree in business administration from the University of Puget
Sound, and a bachelor's degree in business administration from Central Washington
University. He served as an Infantry Officer in the U.S. Army and has traveled extensively
during his career in the maritime industry, including positions in Europe, Asia and the Middle
East.
Mr. Lytle, his wife, Stephanie, and their three sons live in the Bay Area.
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Christopher Boucher, Director, Human Resources
Christopher Boucher was appointed as Director of Human Resources in
July 2014. Mr. Boucher is responsible for the full range of human resources
functions, including employee/labor relations, recruitment and selection,
staffing, classification and compensation, benefits administration,
organizational development, workers’ compensation, and equal
employment opportunity. Mr. Boucher currently serves as the Vice
President of the Northern California Chapter of the International Public
Management Association – Human Resources (NCCIPMA-HR). Prior to
joining the Port of Oakland, he has worked for public entities covering the
areas of municipalities, public utilities, and higher education. Mr. Boucher
holds a Bachelor of Arts degree in Political Science from the University of California, Berkeley.
In addition, he obtained human resources management certificates from Cornell University’s
School of Industrial and Labor Relations and California State University, Hayward.
Matt Davis, Governmental Affairs Director
Matt Davis was appointed Director of Governmental Affairs on April 23,
2015. He has been with Port of Oakland’s Governmental Affairs team
serving in several leadership capacities since 2004 and is responsible for
advocating Port development projects and policies across all Port divisions,
securing funds for major initiatives, and serving as a liaison to elected and
appointed officials at the local, state and federal levels. Prior to joining the
Port, Mr. Davis served as a legislative aide to the former Minority Leader of
the House of Representatives in Washington, DC. Before that, he worked
on economic and workforce development initiatives for two non-profit
agencies in Baltimore, MD, which included one year of service as an
AmeriCorps*VISTA. Mr. Davis received his Master in Public Policy degree from the Goldman
School of Public Policy at the University of California, Berkeley and a Bachelor of Arts degree
in Political Science, also from U.C. Berkeley.
John C. Driscoll, Maritime Director
John C. Driscoll was appointed director of maritime on January 23, 2014,
where his responsibilities include building and growing maritime business
through efficient operations, stakeholder engagement and strategic
planning. Mr. Driscoll oversees the full range of maritime operations
including administration, finance, customer service, planning and
development, and seaport security. Prior to the Port, he recently served as
the Vice President of Export Sales CMA CGM (America) LLC, a leading
global container shipping group. Mr. Driscoll’s career spans more than 30
years within the international maritime industry, having worked for SeaLand Service, Maersk Line and CMA CGM. He successfully led the
expansion and development of the company’s interests in the Caribbean, Central America,
and Northern South America, producing double-digit growth on average each year.
Mr. Driscoll attended the University of Maryland and graduated with a B.S. in Business
Management with an emphasis on Transportation and Marketing.
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Pamela Kershaw, Director, Commercial Real Estate
Pamela Kershaw was appointed acting director of Commercial Real Estate
in January of 2010 and was appointed director in May 2012. Ms. Kershaw
is responsible for managing a diverse commercial real estate portfolio of
over 100+ tenant agreements, generating approximately $12 million in
annual revenue for the Port. The Commercial Real Estate Division property
holdings are diverse and include the Jack London Square area; the Oak-toNinth District; the Embarcadero Cove area along the Oakland estuary; as
well as several properties in the Oakland Airport Business Park and
significant areas of public access and open space. Ms. Kershaw has over
20 years of experience working for various public agencies in the Bay Area
in the field of land planning and development. She has been at the Port for the past 10 years,
most recently in the position of commercial real estate manager. Ms. Kershaw has a
bachelor's degree in geography from the University of California at Berkeley and a master's
degree in public administration. Ms. Kershaw is also a member of various professional
associations and community organizations including the American Institute of Certified
Planners, the American Planning Association and the Urban Land Institute; she is a past
member of the Landmarks Preservation Advisory Board in Oakland.
Sara Lee, Chief Financial Officer
Ms. Sara Lee is the Port of Oakland's chief financial officer. Ms. Lee has over
15 years of investment banking experience, largely in public sector finance.
Prior to working for the Port of Oakland, Ms. Lee was vice president, Public
Sector and Infrastructure Finance Group, Investment Banking at Goldman,
Sachs & Co. in San Francisco, CA. She joined the firm in 1998. Ms. Lee led
the execution of transactions and was responsible for the quantitative
analysis of more than $30 billion in municipal bond offerings, project
financings and public-private partnerships. Prior to Goldman Sachs, Ms. Lee was with Paine
Webber Incorporated (now UBS Investment Bank). She held the position of assistant vice
president from 1997 to 1998, structuring municipal bond offerings for transportation and health
care issuers in the U.S. Ms. Lee received her master's degree in public policy from the
Kennedy School of Government at Harvard University and a Bachelor of Science degree in
economics, magna cum laude, from the Wharton School at the University of Pennsylvania.
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Ron Puccinelli, Chief Technology Officer
Ron Puccinelli was appointed Chief Technology Officer (CTO) on March
14, 2013 to provide leadership for the Port's Information Technology (IT)
Division, focusing on the integration and performance of Oracle Enterprise
Resource Planning (ERP), and technology solutions to support the Port's
strategic plan priorities. Previously, Mr. Puccinelli was the Director of
Information Technology with the City of Concord since October 2001. He
played an integral role in transforming the Information Technology
Department's service delivery model resulting in higher internal client
satisfaction, improved service levels and enhanced staff skill sets to align
with the city's long-term goals and objectives. Mr. Puccinelli implemented
best practice models to expand the IT Department's capacity to deliver business value by
utilizing strong project management principles, collaborating with stakeholders and executing
lean IT principles to meet the technological needs of Concord. Mr. Puccinelli holds a Bachelor
of Science degree in Business Management from the University of Phoenix.
Danny Wan, Port Attorney
Danny Wan was appointed Port Attorney by the Oakland Board of Port Commissioners
effective Dec. 17, 2012. As Port Attorney, Danny Wan is responsible for advising the Port on a
broad range of legal affairs that arise in the conduct of the Port's maritime, aviation, and
commercial real estate businesses. Prior to this appointment, Mr. Wan was the City Attorney
and Risk Manager for the City of Morgan Hill and served as part of the City's executive
management team. He advised the Morgan Hill City Council on all aspects of municipal law,
including open meeting laws, ethics, employment law and infrastructure financing and
contracting. From 2004-2008, Mr. Wan served as Deputy Port Attorney with the Port of
Oakland, being primarily responsible for land use, environmental regulatory compliance, City
Charter compliance and inter-agency agreements. Prior to that position, Mr. Wan was an
Oakland City Councilmember and he also worked in private law practice, specializing in
municipal financing and securities disclosure.
Mike Zampa, Communications Director
Mike Zampa was appointed Director of Communications in September
2014. He is responsible for internal and external communications including
media outreach, public relations, and strategic and crisis communications.
These programs are aimed at increasing positive awareness and
understanding of the Port, its projects, and policies. Mr. Zampa has more
than 25 years of communications experience including eight years within
the maritime sector. He worked previously for container shipping line APL
and its Singapore-based parent company, NOL Group. Before APL, Mr.
Zampa was the Senior Vice President of Communications Services at Bank
of America overseeing Internal Communications, Media Relations, and
Marketing Communications where he managed all internal communications during one of the
largest U.S. financial services mergers in history, Bank of America and Nation's Bank. He
began his career in journalism and worked as Managing Editor of the Contra Costa Times
newspaper. He has worked in the San Francisco Bay Area, Singapore and Jakarta.
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APPENDIX E
ABOUT OAKLAND
THE IDEAL PLACE TO LIVE, WORK AND VISIT
OAKLAND: TO KNOW IT, IS TO LOVE IT
Key Facts
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Oakland is the seventh largest city in the state of California and covers 54 square miles.
Oakland is the only city in California with three professional sports teams: the Oakland
Raiders, the Oakland Athletics and the Golden State Warriors, which recently won the
NBA Championship.
The 24,000 square-foot Oakland Asian Cultural Center is the largest and most modern
facility of its kind in North America.
Oakland's population is approximately 400,000. The population age distribution is
25.0 percent under 18, 9.7 percent from 18 to 24, 34.0 percent from 25 to 44,
20.9 percent from 45 to 64, and 10.5 percent who are 65 years of age or older. The
median age is 33 years.
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Key Features
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Located on the east side of San Francisco Bay, Oakland offers 19 miles of coastline to
the west and magnificent rolling hills to the east that afford one of the most beautiful
views of the world – a crystal clear bay, the Golden Gate and Oakland Bay bridges
and the majestic Pacific Ocean.
Within its borders, Oakland features well-kept neighborhoods, a progressive,
dramatically growing downtown, and superior cultural and recreational amenities.
Some 80 different languages and dialects are spoken in the city, and a study
conducted by the University of Wisconsin cited Oakland as being the most integrated
city in the nation.
Designated as an All-American City in 1993, Oakland is the center of the East Bay
trade area, and is rich in history, impressive growth and a promising future. It is a city
of transportation, of health care, of government, of sports, of education, and of arts
and culture.
Recognized as a major transportation hub, Oakland is a city in which large corporate
headquarters comfortably sit nearby traditional business and small shops.
The heart of the East Bay, Oakland is home to a wealth of activities and attractions.
The city is surrounded by sparkling bay waters and rolling hills dotted with redwood
forests. Visitors can boat, bike and hike amid spectacular natural surroundings.
With San Francisco Bay and the Pacific Ocean sitting at Oakland’s doorstep, travelers
will find there is something fun and exciting for everyone who visits this cosmopolitan
city.
Key Resources and Organizations
Oakland Neighborhoods:
Downtown Oakland
West Oakland
Temescal
Lakeshore and Lake Merritt
Adam's Point
Rockridge
Piedmont
The Laurel District
Oakland Hills
Montclair
Education – Public Schools:
Oakland Unified School District
California State University East Bay
Education – Private Schools:
Holy Names University
Samuel Merritt University
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Mills College
Bishop O'Dowd High School
Alameda County Colleges and Universities:
Berkeley City College
California State University, East Bay
Chabot College
Laney College
Las Positas College
Merritt College
Ohlone College
University of California, Berkeley
Student Aid Resources:
California Cash for College Workshops
California Student Aid Commission
The FAFSA
Federal Student Aid
Health Care:
Alta Bates Summit Medical Center
350 Hawthorne Ave., Oakland
Children’s Hospital
747 52nd St. Oakland
Fruitvale Healthcare Center
3020 East 15th St., Oakland
Kaiser Permanente
280 W. MacArthur Blvd., Oakland
San Leandro Hospital
13855 East 14th St., San Leandro
St. Rose Hospital
27200 Calaroga Ave., Hayward
(510) 655-4000
(510) 428-3000
(510) 261-5613
(510) 752-1000
(510) 357-6500
(510) 264-4000
Utilities – Gas and Electric:
Pacific Gas & Electric (PG&E)
(800) PGE-5000
Utilities – Water:
East Bay Mud (EBMUD)
(866) 403-2683
Garbage:
Waste Management (WM)
(510) 613-8710
Cable:
Comcast
AT&T U-Verse
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Phone:
Verizon
AT&T
CBeyond
Alternative Language Centers:
Chinese Service Center
Hispanic Service Center
Korean Service Center
Vietnamese Service Center
(800) 281-2288
(800) 870-5855
(800) 300-6657
(800) 300-5315
Transportation:
AC Transit
Alameda/ Oakland Ferry
Amtrak
BART(Bay Area Rapid Transit)
Greyhound Bus
(510) 891-4777
(415) 705-8291
(510) 238-4320
(510) 465-2278
(510) 832-4730
Stadiums, Arenas and Sports
Oakland has the privilege to host three Bay Area teams – The NBA Champion Golden
State Warriors, the Oakland A’s and the Oakland Raiders. The Oakland Coliseum and
the Oracle Arena both hold other events and concerts as well.
Parks and Trails:
East Bay Regional Parks
For more information on Oakland, please visit www.oaklandchamber.com