The overall renewal needs for the City’s Health and Human Services facilities total $380 million over the next 10 years. The Capital Plan recommended funding level for these needs is $215 million as shown in Chart 9.1.
Chart 9.1
There are many outstanding needs for aging Public Health facilities, both at the Zuckerberg San Francisco General Hospital and Laguna Honda Hospital campuses, and also the neighborhood clinics. These renewal needs include water intrusion, outdated fire safety systems, kitchen refrigeration issues, obsolete elevator components and deteriorating HVAC systems. Given the large scale of these projects, they are expected to receive some funding from the planned 2024 Public Health G.O. Bond, pending voter approval. There are also several outstanding needs at the three City-owned shelters. While several life safety issues were addressed through the 2016 Public Health and Safety G.O. Bond, these facilities are seismically vulnerable and planning for future retrofits is in progress.
The Plan anticipates $527 million in Certificates of Participation (COPs), also known as General Fund debt, over the next 10 years. COPs are backed by a physical asset in the City’s capital portfolio, and repayments are appropriated each year out of the General Fund. The COP program makes significant commitments in the early years to address reductions in the Pay-Go program.
Table 1.6 shows the Capital Plan’s COP Program for the next 10 years.
Chart 1.2 illustrates the COP program against the City’s policy constraint for General Fund debt not to exceed 3.25% of General Fund Discretionary Revenue.
All amounts attributed to future debt programs are estimates and may need to be adjusted.
DPH: Department of Public Health
HSA: Human Services Agency
HSH: Department of Homelessness and Supportive Housing
San Francisco’s Health and Human Services programs are delivered at facilities throughout the city and reach many of San Francisco’s most vulnerable residents, including individuals and families experiencing homelessness. Providing high quality and accessible health care and human services are critical to eliminating racial disparities in health and welfare that affect San Franciscans, including stress, nutrition, heart disease, maternal mortality, life expectancy and more. Our medical campuses, neighborhood clinics, children’s resource centers, workforce and family support services offices, shelters, navigation centers, permanent supportive housing, and associated administrative space all play a part in providing these essential services.
Overview
San Francisco’s health and human services agencies provide high-quality, culturally-sensitive services for residents in need of public care.
Public Health
The San Francisco Department of Public Health’s (DPH) mission is to protect and promote the health of all San Franciscans, and the department’s hospitals, clinics, and administrative offices all contribute to the success of that mission. DPH’s organization falls into two divisions, the San Francisco Health Network, which provides
direct health services to insured and uninsured residents, and the Population Health Division, which addresses public health concerns including consumer safety and health promotion. The department’s central administrative functions support the work of both divisions and promote integration.
With the completion of the Zuckerberg San Francisco General Hospital and Trauma Center (ZSFG) in 2015, DPH is now focusing on the renovation of existing hospital campus buildings and community-based clinics, as well as the relocation of staff from the seismically vulnerable building at 101 Grove Street. The 2016 Public Health and Safety General Obligation (G.O.) funded the seismic strengthening of Building 5 at the ZSFG campus, as well as improvements at the Southeast, Castro-Mission, and Maxine Hall Health Centers. In 2016, DPH completed master planning efforts to move staff out of the building located at 101 Grove. The majority of this effort has been funded through the General Fund Debt Program, and the last piece is expected to come from the planned 2024 Public Health G.O. Bond, pending voter approval. The proposed solution involves relocating some staff to the ZSFG and Laguna Honda (LHH) campuses, and the rest to City-owned properties in and around Civic Center.
Human Services and Homelessness and Supportive Housing
San Francisco has two human services departments: The Human Services Agency (HSA) and the Department of Homelessness and Supportive Housing (HSH). Through assistance and supportive services programs, HSA promotes well-being and self-sufficiency among individuals, families, and communities. HSA is also responsible for three child-care center facilities.
HSH strives to make homelessness in San Francisco rare, brief, and one-time through the provision of coordinated, compassionate, and high-quality services. HSH operates three City-owned shelters and a growing portfolio of Navigation Centers that play a critical role in helping vulnerable populations permanently exit the streets. HSH also administers locally and federally funded supportive housing to provide long-term affordable housing with on-site social services to people exiting chronic homelessness (Permanent Supportive Housing). San Francisco’s Permanent Supportive Housing portfolio includes a variety of housing options, including renovated Single Room Occupancy hotels, newly constructed units and apartment buildings that operate under a master-lease between private property owners and the City.
Electrification of the municipal fleet is a key priority in providing healthier air for the region’s residents, and fulfilling San Francisco’s 2050 net zero emissions commitment. The Controller’s Office found that up to 619 passenger vehicles may be replaced to comply with the City’s Municipal Zero Emission Vehicle (ZEV) Ordinance. As City vehicles are replaced with ZEVs, they will require Level 2 charging infrastructure to sustain daily operations.
DT – Digital City
Investing in smart, sustainable technology to provide internet service delivery to residents, government agencies, and businesses is an important rising opportunity. Such technologies include smart utility poles that embed several technologies such as a modernized outdoor public warning system, wireless connectivity, sensors, safety alarms, and sustainable solar lighting for outdoor public spaces. These modern technologies hold promise in improving efficiency, cost savings, speed, and functionality in a variety of sectors. Most importantly, this project would bring much needed broadband capacity to underserved neighborhoods.
DT recommends a partnership with private partners to fund a program that would provide a base level of internet access to all residents, a new outdoor public charging of phones and vehicles, host environmental sensors for hazardous levels of smoke, create a means for communicating with emergency services, and provide a way to warn the public about neighborhood issues and emergencies.
Multiple Departments – Solar + Energy Storage
San Francisco faces the challenge of being unable to use its energy resources during an electric grid failure. In response to this risk, the San Francisco Department of the Environment completed a multi-year solar + energy storage feasibility analysis. This project identified potential municipal sites currently designated to serve the community in time of emergency, identified critical electrical loads at the sites, and sized would-be solar energy storage systems accordingly to advance the City’s energy and emergency preparedness goals in the event of the next large-scale grid outage. A financial analysis was completed to understand the cost of deploying these systems. Any solution for San Francisco will need to demonstrate earthquake resilience given the city’s seismic vulnerabilities.
RED - Civic Center Office Space
The Real Estate Division has recently examined occupancy and space allocations within the Civic Center office space portfolio to seek opportunities for greater efficiencies and cost savings. Without a policy change to in-person work expectations, significant savings via footprint reduction are unlikely even in a hybrid work environment. Other important objectives in this portfolio remain, including exiting the most seismically vulnerable buildings, ensuring that offices meet operational needs, and providing safe, healthy, and well-maintained offices for City workers. With the office real estate market currently in flux, the best long-term solution may take the form of a purchase or a lease. The Real Estate Division will also work with the Office of Economic and Workforce Development to explore joint development opportunities.
RED – Strategic Building Electrification
To meet San Francisco’s commitment to greenhouse gas emissions reduction, natural gas-based thermal systems would need to be replaced with electric powered systems. To achieve this transition in a cost-effective way, an inventory and opportunities assessment should be conducted. Pilot projects for small-scale water heater replacements as part of planned renewals are recommended, as are electric replacements of upcoming HVAC systems wherever feasible.
PW – Operation Yard
This project would redevelop and reorganize the Public Works Operations and Maintenance main yard at 2323 Cesar Chavez. The proposal includes building new offices and trade shops, as well as a new multi-story parking garage for the Operations and Maintenance fleet. It would also provide community space for Workforce Development and neighborhood public meetings.
RED – City Hall Dome and Roof Revitalization and Seismic Strengthening
Water leaks at City Hall have damaged the structure and interior of the building. Revitalization of the Dome, Drum, Lantern and Roof Levels of City Hall are needed to address active water leaks through masonry, skylights, and Dome waterproofing membranes. Deteriorating structural stone and steel also require repair. Seismic strengthening work is needed as well. Complete scaffolding around the Dome is required for implementation of all components of this project, which makes it desirable to address all issues at once.
The estimated project cost for these repairs and improvements is at least $22 million. In October 2021, the Board of Supervisors authorized the sale of Transfer Development Rights (TDR) which could generate between $40 million to $50 million dollars to fund historic preservation work including the City Hall Dome and Roof Revitalization projects.
This project will build a fiber broadband network to support free internet access to tenants in public and affordable housing sites, navigation centers, and homeless shelters and sponsored by the City. City investment to deliver fiber-based internet service to affordable housing is an important equity initiative, since the project seeks to provide very low-income residents and those struggling with homelessness with internet access that will open educational, health care and work resources. In partnership with MOHCD’s Digital Equity Program, DT could connect, manage and support an additional 300 affordable housing sites over the next four years.
This project is expected to cost $42 million over four years. To date, $12.5 million has been funded through the General Fund and FY2023 Certificates of Participation.
DT – Fiber Backbone
This project aims to expand infrastructure that supports high-speed data communications for City fiber back haul and wireless networks. The benefits of pervasive connectivity include improved access to digital information and services, as well as expanding coverage to City departments and neighborhood institutions, serving underserved communities, and improving network performance for City services and infrastructure.
The Fiber Optic Backbone provides additional capacity and greater redundancy on the City's fiber network by installing additional fiber optic cables on key routes that serve critical public safety facilities and multiple City buildings. As demand for fiber optic connections to City facilities has grown, capacity on the City's key fiber optic routes has become exhausted. Fiber optic capacity has also been further constrained as the City migrates away from the legacy phone system to digital Voice Over IP (VoIP) technology.
This project has received $2.5 million from FY2022 Certificates of Participation. The estimated cost for remaining work is $21.5 million.
MOD – ADA Barrier Removals
MOD will continue its oversight and prioritization of ongoing barrier removal efforts at public facilities throughout the City.
It is expected that $800,000 of the Recreation and Parks Department’s set-aside and approximately $1 million of General Fund will be devoted to barrier removal projects annually. General Fund allocations would depend on the shovel-readiness of needs identified and funds available. These funds are in addition to code compliance components of debt-funded projects, which appear in the relevant Service Area chapters for those programs.
RED – Wholesale Produce
Currently located in the Bayview Hunters Point neighborhood, the San Francisco Wholesale Produce Market, or “SF Market”, has been a critical piece of San Francisco’s food infrastructure for well over 130 years, offering fresh produce to local and regional grocers, specialty retailers, restaurants, hotels, caterers, and convention facilities. In 2012, the Board of Supervisors approved a new 60-year master lease for the City-owned land on which the market operates, an agreement that supports an expansion of the market to include Jerrold Avenue, between Rankin and Toland Streets, and 901 Rankin Street. The full buildout envisions a multi-phase, $350 million expansion and renovation designed to replace the Market’s 1963 buildings, improve resiliency by ensuring critical delivery of food through any crisis, and improve surrounding public roadways to increase pedestrian and worker safety. The first building—a new 82,000 square foot warehouse at 901 Rankin Street—was completed in 2015. The entire expansion increases the footprint of the market by about 25%.
The project will be implemented over a 20 to 30-year development horizon, supported by the underlying long-term lease. While not a primarily publicly-funded project, the expansion plan will rely on revenue from the Market’s subleases to its produce merchants, conventional bank loans, grants, and New Market Tax Credits. A new warehouse at 901 Rankin Street, Phase I of the project, was completed at a cost of $21.4 million and funded with Market equity and a New Markets Tax allocation.
Expected project costs for the phases expected to be implemented during the timeframe of the FY2024-33 Capital Plan total $140 million. This includes two new warehouse buildings, an improved marshalling yard, and associated site improvements. Per the terms of its lease with the City, the Market deposits net revenues into a development account, in lieu of paying rent to the City. In turn, these funds are directed back into the development of the project, which helps offset the cost of individual phases.
The overall renewal needs for the City’s General Government facilities total $860 million over the next 10 years. Given funding constraints, the Plan recommends $301 million from the General Fund to meet these needs, as shown in Chart 8.1.
Chart 8.1 - General Government Facilities
Of note in this service area are the significant ongoing needs at the Moscone Convention Center. Some of these renewals will be funded through $15 million allocated to the Convention Facilities Fund over the next 10 years. The Moscone Expansion District hotel assessment will provide limited, additional funding towards renewals near the end of the 10-year period. Other large facilities within the RED portfolio continue to have significant renewal needs. City Hall needs include replacement of the HVAC system, elevators, and skylights, as well as exterior refurbishments and dome repairs. At 1 South Van Ness major needs include replacement of the escalators, HVAC system, roof, and significant exterior renewal.
CAO: Office of the City Administrator
DT: Department of Technology
MOD: Mayor’s Office on Disability
MOS: Moscone Convention Center
PW: Public Works
The delivery of local government services relies on careful planning, smooth internal operations, and performance monitoring. Many of these responsibilities falls under the Office of the City Administrator (CAO). The CAO is comprised of a broad array of departments, divisions, programs, and offices, and is committed to increasing San Francisco’s safety and resilience through effective government services. Day in and day out, CAO’s operations help the wheels of government to turn.
The General Government Service Area encompasses the capital needs that pertain to the operations of CAO departments; projects delivered for client departments by CAO are captured in the Plan’s other Service Areas.
Overview
The Office of the City Administrator delivers a wide range of capital-related services, including the maintenance and management of City-owned buildings, real estate, design and construction of capital improvements, capital planning, and technology services. These operations support the service delivery efforts of other City departments.
49 South Van Ness,
Photo Credit: Mark Schwettmann
Public Works
Public Works (PW) takes care of San Francisco's streets, infrastructure, and public buildings. Divisions under the City Architect relate to facility design, construction, maintenance, and repair. The Bureau of Building Repair provides construction, repair, remodeling, and management services to City-owned facilities. The Building, Design, and Construction and Project Management divisions provide facility programming, architectural design, planning, conceptual design, and construction management services. PW programs that address San Francisco’s horizontal infrastructure are discussed in the Infrastructure and Streets Service Area.
Real Estate
The Real Estate Division (RED) within CAO manages almost five million square feet of office space and other civic facilities that support the operations of city departments. RED is responsible for the acquisition of all real property required for City purposes, the sale of surplus real property owned by the City, and the leasing of property required by various City departments. RED also manages facility operations at the Alemany Farmers’ and Flea Markets, Yerba Buena Gardens, and the UN Gift Gallery at UN Plaza. Additionally, RED is the property manager for City Hall, 1 South Van Ness, 25 Van Ness, 49 South Van Ness, 1650 Mission Street, the Hall of Justice, the Public Safety Building, and 555 7th Street.
Technology
The Department of Technology (DT) is San Francisco’s information and technology services organization, providing leadership, policy direction, and technical support for technology and information solutions. DT has both internal and public-facing initiatives. The department manages City network operations and data centers. It also maintains the City’s fiber optics network, radio system, digital security, and other vital systems. DT serves the public through efforts such as the Fiber to Housing program, which provides free broadband internet to residents of affordable housing, and the delivery of SFGovTV.
Moscone Convention Center
Covering more than 20 acres on three adjacent blocks, the City-owned Moscone Center is the premier destination for conventions, meetings, and tradeshows. It is one of the nation’s few LEED Platinum-certified convention centers, offering over one million square feet of exhibition and meeting space and more than 25,000 square feet of outdoor terraces for receptions. Conventions and exhibitions are responsible for generating approximately 20% of the $10 billion total tourism spending in San Francisco.
Mayor’s Office on Disability
The Mayor’s Office on Disability (MOD) ensures accessibility within all City departments’ initiatives. The mission of MOD is to ensure that every program, service, benefit, activity, and facility operated or funded by the City is fully accessible to, and useable by people with disabilities. Historically, MOD oversaw the implementation of the highest-priority projects in the City’s ADA Transition Plans for facilities and public right-of-way barrier removals. Today, as part of the City’s ongoing obligation to carry out architectural and programmatic self-assessment, MOD helps coordinate department-level capital funding requests for barrier removal in these areas.
Currently, maintenance of Mission Bay’s completed parks is funded by CFD #5. Once fully constructed, revenue generated by CFD #5 is insufficient to maintain the park system at full build out. As a result, there may be limited funds available for capital improvements to the parks as they age and require on-going improvements.
OCII - Transbay
Revenues from the Transbay CFD are projected to be insufficient to cover maintenance, security, and property management costs associated with a 2.5-acre under-ramp park located under the Salesforce Transit Center. The Transbay Joint Powers Authority, the principal landowner of the park, has selected the East Cut Community Benefits District (ECCBD) to operate the park, including fundraising for operating funds.
OCII - Shipyard/Candlestick
Funding sources need to be identified for Shipyard/Candlestick which is planned to include an arts center, eight acres of community facilities parcels, Building 101 upgrades, an additional fire station, and a school site.
Planning - Racial and Social Equity
Consistent with Mayor Breed’s mandates to achieve a diverse, equitable and inclusive city and to generate greater equitable outcomes in the provision of city services and the use of city funds, the Planning Department proactively works to advance racial and social equity through the following efforts:
Completion and ongoing implementation of the Racial and Social Equity Action Plan across all of our functions and delivery of services to advance equity in our work.
Application of an equity impact assessment tool to our budget as well as all of our community plans and planning processes.
Updates to the San Francisco General Plan and an audit of the Planning Code to incorporate policies that directly address the needs of American Indian, Black and other communities of color, address disparities policies may be creating, and advance equity.
Development of community strategies focused on cultural resources, economic vitality, and housing affordability.
Planning - Environmental Justice Framework
The Environmental Justice Framework is being developed by the Planning Department and other City agencies to set clear goals and priorities to advance health in communities of color and low-income communities that face higher pollution and other health risks. These priorities are being developed in collaboration with communities most impacted by environmental justice, and will be spelled out in the forthcoming Environmental Justice Framework and related General Plan policies. California Senate Bill 1000 requires that cities and counties adopt policies in their General Plan to address environmental justice. Further, resolutions by the San Francisco Planning Commission and the Historic Preservation Commission “direct the Department to amend the General Plan to incorporate policies that explicitly prioritize racial and social equity for American Indian communities, Black communities, and communities of color.” The Environmental Justice Framework is expected for adoption in early 2023.
Planning - SF Railyards Project
The SF Railyards Project envisions the Caltrain railyards at 4th and King as a mixed-use neighborhood with a new underground rail station, added Caltrain service and new public spaces. The Planning Department is working with Caltrain and the landowner to identify potential track layouts and development concepts for the SF Railyards site. Combined with projects like the Downtown Rail Extension (DTX) and the Pennsylvania Avenue Extension, the SF Railyards project can create housing, connect communities, and increase resiliency. The Planning Department expects to partner with Caltrain and the landowner on a future development agreement at the Railyards site.
Planning - Pennsylvania Avenue Extension
In 2018, the Mayor and Board of Supervisors adopted the Pennsylvania Avenue Extension (PAX) as the preferred rail alignment to connect the 4th and King Station to the Bay Area and state. Coordinated with the SF Railyards Project, the PAX can stitch together neighborhoods divided by rail infrastructure, add acres to the public realm, and avoid significant wait times at the rail crossing with 16th Street, a major transit and emergency route. The SFCTA completed a project initiation report in 2022 and is expected to advance the project to environmental review by 2024. The Planning Department will continue in its role as urban designer and lead convener of the PAX, SF Railyards, and related projects.
Planning - Civic Center Public Realm
The Civic Center Public Realm Plan sets forth a 100-year vision to implement community-supported capital improvements that will address the inequities of access to open space, amenities, and emergency response areas for some of San Francisco’s most vulnerable populations. A collaboration between eight City agencies, the Plan creates a roadmap for continued investment in the area through capital upgrades, ensuring Civic Center’s streets, plazas, and other public spaces continue to serve existing neighborhoods and adjacent new development.
Planning - Tenderloin Streetscape Plan
The Tenderloin Streetscape Plan is a component of the Tenderloin Community Action Plan (Action Plan). The Action Plan’s collective vision includes streets reconfigured to provide safe, pleasant and usable open space to compensate for the under-supply of parks, playgrounds, gathering spaces and greenery in the Tenderloin neighborhood. The Plan, led by the Planning Department will work with the community partners and city agencies to develop conceptual designs for streets, develop a streetscape plan, complete environmental review and develop relevant materials for approvals.
Port – Embarcadero Historic Piers
Many of the Port’s one-of-a-kind facilities in the Embarcadero Historic District need repair and remain closed to the public. In the fall of 2018, the Port of San Francisco issued a Request for Interest (RFI) to gather feedback about how to rehabilitate and preserve 16 historic facilities in need of significant investment. Through the RFI, the Port sought creative ideas on how these historic piers can be accessible, resilient, and best used. The Port received 52 unique responses to the RFI. Based upon the favorable input received from the RFI, the Port Commission authorized staff to release a Request for Proposals (RFP) to seek development partners to invest and activate the piers with a mix of uses including revenue generating uses (commercial and production, distribution, and repair uses) and public-oriented uses (public access, retail, restaurants, cultural, and community space). Historic pier rehabilitation provides opportunities for economic, cultural, and public improvements and attracts investments for vital capital and seismic upgrades.
The Port identified three sets of piers to advance in development first. This included Piers 38 and 40 (South Beach Piers), Piers 19-23, 29-31 (Northern Waterfront Piers) and eventually Pier 26 & 28. The Port released the Piers 38 and 40 RFP in January 2020 and received two responses in advance of the due date. The Port used a scoring panel to rank the responses and in August 2020 the Port Commission authorized staff to negotiate an Exclusive Negotiating Agreement with Pacific Waterfront Partners. The proposal includes a mix of uses including water recreation facilities and suite of commercial maritime uses. The proposal also includes improvements support the Port and City’s resilience program including improvements to the seawall and design features to address sea level rise. Port staff anticipates that negotiations, entitlements and design for the project could take 24 to 36 months and construction could begin in 2024 or 2025. Due to the COVID-19, Port staff expect to evaluate potentially releasing the next RFP for the northern waterfront piers in 2023.
Port – Conditional Seismic Costs
Renewal work on the Port’s piers for a project that changes the use or substantially increases the occupancy or size of the facility may require a seismic upgrade to comply with code. The seismic cost estimate in the Port’s Ten-Year Capital Plan represents a conservative approach in terms of the total potential cost for repair work.
Conditional seismic work on these facilities are estimated to cost approximately $640 million.
TIDA – Public Buildings Renovations
TICD has the option under the DDA to enter into long-term master leases for Building 1 and Hangars 2 and 3 on Treasure Island and the Senior Officers’ Quarters Historic District on Yerba Buena Island. Under the master leases, TIDA anticipates assigning responsibility to the lessee for the renewal, improvement, and preservation of these facilities. Depending upon the extent of work required, however, supplemental investment may be required to preserve the buildings and facilitate their reuse. TIDA will be performing condition and needs assessments to inform leasing negotiations and future capital planning efforts.
Another historic building within TIDA’s holdings is known as the Torpedo House, which is also listed on the Federal Register of Historic Places. Currently, the building is a bare concrete structural shell. As a mitigation for demolishing a historic Coast Guard structure as part of the TIMMA-managed eastbound on- and off-ramp project, the project will replace the roof, windows and doors of the Torpedo House. Adjacent to the site, Caltrans has developed a new public space known as the Bimla Rhinehart Vista Point. Instead of imploding the last pier of the former eastern span of the Bay Bridge (Pier E-2), Caltrans elected to keep it, cut it down to lower its elevation, and construct a land bridge. The finished site includes public picnic tables, seating, and offers a vantage point on the Bay and the new Bay Bridge span. It is likely that the Phase II improvements to the Bimla Rhinehart Vista Point will be combined with the improvements to the Torpedo House as a single construction contract managed by BATA/MTC and the SFCTA on behalf of TIDA. The Vista Point should provide a complimentary attraction to the future reuse of the Torpedo House.
TIDA – Navy Structures to Remain
In addition to the public buildings discussed above, a limited number of other existing structures – the former Navy chapel, gymnasium, and Pier 1 – will be preserved through development. Pier 1 is to be programmed to be a public access/recreational space and the gymnasium will continue to be a recreational facility for island residents. As with the other public buildings, TIDA will be making condition and needs assessments of each of these facilities to inform future capital planning efforts.
TIDA – School Site
While the Naval Station Treasure Island was operational, the San Francisco Unified School District (SFUSD) operated an elementary school on the base. Under the DDA and related documents, the site of former school was to be made available to SFUSD to develop a K-5 or K-8 facility. TICD is obligated to make a payment of $5 million towards the development of the new school, and TIDA has been in discussion with SFUSD facilities staff regarding the potential programming, funding, and schedule for a new school on Treasure Island. The SFUSD have leased a portion of the site for training and administrative purposes prior to taking title to the site and the development of the new school.
Multiple Departments – Alemany Farmers’ Market
The Alemany Farmers’ Market was founded in 1943 and is a vitally important option for San Franciscans to access affordable, healthy produce. It occupies a 3.5-acre parcel that is unused five days a week and is surrounded by several other publicly owned parcels. The Market is under the jurisdiction of the Real Estate Division, and the City is currently undergoing an interagency effort to envision potential future land use opportunities at the site, including affordable housing. This effort will include planning and design work to ensure the continued operation of the Market, additional infrastructure to accommodate pedestrian and bicycle access to the site, feasibility studies, and community engagement with surrounding neighborhoods.
Table 7.2 - ECONOMIC + NEIGHBORHOOD DEVELOPMENT FINANCIAL SUMMARY
