Transportation: Enhancement Projects

Enhancement Projects

Project Name Description
SFMTA – Central Subway

The SFMTA’s most prominent enhancement project is the Central Subway, a 1.7 mile extension of the existing Third Street light rail line to Chinatown that will vastly improve transportation to and from some of the city’s busiest, most densely populated areas. This transformational project will provide direct connections to major retail, sporting, and cultural venues while efficiently transporting people to jobs, educational opportunities, and other amenities. With stops in South of Market (SoMa), Yerba Buena, Union Square, and Chinatown, the Central Subway will vastly improve transit options for the residents of these neighborhoods.

 

The cost of this project is approximately $1.6 billion and is expected to begin service in 2019.
SFMTA – Communications & IT Infrastructure

The SFMTA maintains a wide array of IT assets across the city, from Wi-Fi and telephone systems at SFMTA worksites to the fiber network that provides the internal communication backbone of the Muni Metro system. Projects planned for the next five years include procuring new Muni Metro subway blue light (emergency response) phones, pre-planning for a new time clock project to improve operational efficiency, and replacing antiquated radio communications systems.

 

The expected cost of SFMTA’s communications & IT Infrastructure projects through FY2027 is approximately $6.6 million.
SFMTA – Facilities

The facilities program at SFMTA supports the modernization and expansion of outdated facilities to make them safe and efficient, as well as acquiring new facilities to accommodate fleet growth. Over the next five years, the Agency will carry out projects to make sure that all SFMTA employees experience a safe, comfortable, and efficient working environment.

 

The SFMTA will spend $191 million through FY2027 to upgrade its facilities.
SFMTA – Fixed Transit Guideway

Muni’s fixed guideway systems, which include light rail, trolley coach, streetcar, and historic cable car lines, are a crucial component of San Francisco’s transportation infrastructure. Key fixed guideway projects planned for the next five years include the Muni Metro Twin Peaks Tunnel track replacement, rail signal upgrades at priority locations like Saint Francis Circle and San Jose Avenue, and projects addressing train control throughout the Muni Metro system.

 

The cost of the fixed transit guideway program is $395 million through FY2027.
SFMTA – Fleet Capital Program

The fleet capital program is planning enhancement projects include the expansion of the light rail vehicle, motor and trolley coach, as well as improvements to the radio communication system within the communications and IT capital program, and improving maintenance facilities that support Muni fleet in the Facility capital program.

 

SFMTA plans to spend approximately $1.8 billion on its fleet through FY2027.
SFMTA – Parking

The SFMTA parking program supports the planning, design, rehabilitation and construction of public parking garages, as well as street infrastructure and facilities related to public parking. Some of the parking projects over the next five years include the rehabilitation and equipment upgrades of key parking structures such as Civic Center Plaza, Golden Gateway, Japan Center, Moscone Center, Performing Arts Center, Union Square, and neighborhood garages in North Beach.

 

The cost for these parking rehabilitation projects through FY2027 is $30 million.
SFMTA – Security

SFMTA security program funds are used to plan, design, and implement security initiatives in case of a natural disaster, terrorist attack, or other emergency situations. Some of the security projects planned for the next five years include investments in the physical security of subway systems, revenue-fleet maintenance, and storage facilities, as well as threats and vulnerabilities countermeasures. The security program also provides security and emergency preparedness training for frontline transit employees.

 

The security program at SFMTA will cost $19 million through FY2027.
SFMTA – Streets Program

San Francisco is a national leader in complete streets design that accommodates all transportation modes and prioritizes safety for vulnerable users. The SFMTA is implementing enhancement projects that make walking and bicycling safer in the City thereby supporting the Vision Zero goal of eliminating traffic deaths.

 

The cost of the SFMTA’s streets program through FY2027 is $535 million.
SFMTA – Taxi

The SFMTA taxi program strives to make comfortable, efficient, and environmentally friendly taxis available throughout the city. Program funds are used to plan, design, and implement improvements to the taxi system and to provide a better customer experience for all taxi users. Current projects include continued incentive programs for “green” taxi technology such as electronic taxi hailing, a taxi Clean Air Energy Rebate, and an electric vehicle charging network.

 

The SFMTA taxi program will cost four million dollars through FY2027.
SFMTA – Traffic and Signals

The traffic and signals program provides funding for upgrading, replacing and constructing new traffic signals and signal infrastructure. The SFMTA is replacing outdated signals with Intelligent Transportation Systems (ITS) tools to enhance traffic analysis, provide transit signal priority, and expedite maintenance procedures. ITS tools include advanced traffic signal controllers, traffic cameras, video detection, variable message signs, and a communications network. This program also funds the design and construction of new and upgraded traffic signals to improve safety and help the city reach its Vision Zero goal of eliminating all traffic fatalities and severe injuries by 2024.

 

The cost of the traffic and signals program is $119 million through FY2027.
SFMTA – Transit Optimization and Expansion

The transit optimization and expansion program is a series of projects which will make Muni more efficient, reliable, safe, and comfortable for its existing 700,000 daily passengers – as well as to prepare the system for future growth. Included in this program is Muni Forward, an initiative designed to enhance service on certain bus and light rail lines. These projects address the root causes of delay and passenger frustration like traffic congestion, stops that are spaced too close together, narrow travel lanes, and slow boarding times. The Van Ness Bus Rapid Transit (BRT), discussed as part of the SFCTA Enhancements, is part of this program and now in the implementation phase, led by SFMTA.

 

The cost of SFMTA’s transit optimization and expansion program is $1 billion through FY2027.
SFO – Airfield Enhancements

Major airfield-related projects include taxiway improvement projects, runway overlays, and apron reconstruction projects.

 

SFO is planning to spend over $161 million on Airfield Enhancements in the next 10 years.
SFO – Airport Support Projects

Major airport support projects include security infrastructure improvements, various technology improvement projects, renovation of the Superbay Hangar, construction of the first phase of the Consolidated Administrative Campus, the Airport Shoreline Protection program, and the demolition of the Airport’s existing air traffic control tower.

 

SFO plans to spend nearly $480 million on Airport Support projects in the next 10 years.
SFO – Groundside Projects

The largest groundside project is the construction of a new Airport-owned hotel. In September 2015 the Airport Commission awarded a Hotel Management Agreement to Hyatt Corporation and authorized the issuance of debt to finance the development and construction of the on-Airport hotel and related AirTrain station. Other major groundside projects include the development of a new consolidated rental car facility and conversion of the existing rental car facility for public parking use, a new long-term parking garage, and the extension of the AirTrain system to the new long-term parking garage.

 

The estimated cost of SFO’s Groundside projects is $1.1 billion over the next 10 years.
SFO – Terminal Redevelopment

The largest terminal projects are the redevelopment of Terminal 1 and the renovation and reconfiguration of the western side of Terminal 3. The planned Terminal 1 renovations include additional gates in Boarding Area B, seismic and building systems improvements, construction of a new baggage handling system, renovation of the central and southern portions of the departures hall, and construction of a post-security passenger connector from Terminal 1 to the International Terminal. The reconfiguration and renovation of the western side of Terminal 3 focuses on increasing gate flexibility, improving seismic stability, upgrading building and baggage handling systems, improving passenger flow, and enhancing passenger amenities.

 

SFO plans to spend approximately $2.5 billion on its Terminal Redevelopment projects over the next 10 years.
SFO – Utilities Enhancements

Major utilities-related projects include waste water system improvements, water system improvements, power and lighting improvements, and the installation of an energy management control system.

 

In the next 10 years SFO estimates that it will spend over $318 million on Utilities Enhancements.
SFCTA – Bus Rapid Transit Planning The SFCTA, in partnership with SFMTA, leads the environmental studies for Bus Rapid Transit (BRT) on Van Ness Avenue (now in construction), Geary Boulevard (starting design in early 2017) and a feasibility study for BRT in the Geneva-Harney corridor (now in environmental studies phase). By FY2018, all of these projects will have transitioned to SFMTA for implementation. BRT is a new mode of transit for San Francisco, developed to deliver many of the benefits of light rail at a lower cost. It is a high-quality transit service that reduces travel time, increases reliability, and improves passenger comfort by giving the bus an exclusive lane to operate faster and more reliably. For an in-depth discussion of San Francisco’s BRT projects, please see the SFMTA’s 5-year Capital Improvement Plan.
SFCTA – Presidio Parkway

The Presidio Parkway, also known as Doyle Drive or Route 101, addresses the problems associated with an aging structure (built in 1936) as well as a desire to integrate what had been an elevated roadway structure through an active Army installation into what is now the Presidio National Park. Construction of Phase I was substantially completed in mid-2012 when a portion of the new permanent parkway as well as a temporary bypass were opened. Construction of Phase II began in 2012 and is being delivered through the State of California’s first public-private-partnership. Golden Link Partners was selected to design, build, finance, operate, and maintain the project for 30 years. In July 2015 the final roadway configuration was opened for public use. Work continues on related elements, including landscaping and will be completed in late 2016.

 

The SFCTA expects to spend $1.8 million to complete the Presidio Parkway project.
SFCTA – Treasure Island and I-80/ Yerba Buena Island Interchange and Mobility Projects

The SFCTA is working with the Treasure Island Development Authority (TIDA) on the development of these projects. On the east side of the island, new westbound on- and off-ramps to the new eastern span of the Bay Bridge have been constructed, opened for use on October 22, 2016. On the west side of the island, existing bridge structures will be seismically retrofitted. This part of the project is scheduled to start construction in the spring of 2018 after the Caltrans Bay Bridge eastbound on-off ramps improvement project and TIDA’s Macalla Road reconstruction in order to avoid traffic circulation delays. These projects are scheduled to be completed by mid-2020.

 

These projects will cost approximately $96 million over the next 10 years.
SFCTA – Treasure Island Mobility Management Program

In its role as the Treasure Island Mobility Management Agency, the SFCTA is responsible for implementing a comprehensive and integrated transportation program to manage travel demand on Treasure Island as the Treasure Island Redevelopment Project proceeds. The centerpiece of this effort is an integrated and multimodal congestion pricing demonstration program that applies motorist user fees to support enhanced bus, ferry, and shuttle transit, as well as bicycling options, to reduce the traffic impacts of the project. The capital elements to be funded by the Treasure Island Mobility Management Program include upfront capital cost of tolling infrastructure and ferry vessel purchase. Installation and testing of the tolling system is expected to start in FY2018. All work is timed to support new development on Treasure Island, with sales of the first 1,000 housing units expected in FY2020.

 

The Treasure Island Mobility Management Program will cost $61 million over the next 10 years.
SFCTA – Quint Street Bridge Replacement and Quint-Jerrold Connector Road

The existing Caltrain rail bridge over Quint Street is over 100 years old and in need of replacement. The Quint Street Bridge Replacement project will replace the rail bridge with a berm that will facilitate construction of a potential future Caltrain station at Oakdale Avenue. The SFCTA and Department of Public Works are working collaboratively on the Quint-Jerrold Connector Road Project, which will link Quint Street just north of Oakdale Avenue to Jerrold Avenue via a new road along the west side of the Caltrain tracks. The road will also support the potential new Caltrain Station at Oakdale Avenue and provide access to other nearby land uses.

 

The current cost estimate for the project is $13 million based on planning designs. The expected cost of this project is $9.7 million over the next 10 years.
Caltrain – Caltrain Electrification

In March 2012, the JPB entered into a Memorandum of Understanding with the California High Speed Rail Authority to make strategic, early investments in the Peninsula Corridor that would allow Caltrain’s existing system to support high-speed rail services while enhancing Caltrain service. These improvements include corridor electrification and an advanced signal system. The electrification program, or Peninsula Corridor Electrification Project (PCEP) is the centerpiece of Caltrain’s proposed Capital Improvement Program to transform the system into a world-class commuter rail system connecting San Francisco and San Jose.

 

The total project cost for PCEP infrastructure is $1.3 billion, while the replacement of train-sets is estimated to cost $665 million. The cost of the signal system is $245 million. A mix of local, regional, state, and federal funding sources have been identified to cover the costs. At the local level, the JPB has agreed to contribute $180 million, to be split equally between the three member entities for both PCEP and the advanced signal system. The JPB Capital Improvement Program includes $60 million in San Francisco funding sources, with roughly $24 million from the Proposition K sales tax funds and an estimated $40 million from G.O. Bonds.
TJPA – Transbay Transit Center Phase 1

Phase 1 of this project entails the construction of the new multimodal Transbay Transit Center, which will serve train and bus commuters, local area office workers, and residents of the emerging Transbay neighborhood. The Transbay Transit Center is composed of four levels above-ground and two levels below and will contain active pedestrian, shopping, dining, and recreational areas. A bus ramp will connect the Bay Bridge to the elevated bus deck of the Transit Center for buses providing service across the Bay. A new bus storage facility, to be used primarily by AC Transit, will be constructed below the I-80 West approach to the Bay Bridge. The facility will also include AC Transit offices, storage, and restrooms. Construction of the Transit Center began in 2010 and is scheduled to be completed in 2017.

 

The total budget for Phase 1 is $2.2 billion, $274 million of which falls in the Plan’s timeframe. The project is funded through a combination of local, regional, state, and federal funds.
TJPA – Transbay Transit Center Phase 2

Phase 2 of the Transbay Transit Center will build the 1.95-mile DTX connection for Caltrain commuter and high-speed rail. The DTX will extend from the current Caltrain terminus at Fourth and King streets into the lower level of the new Transit Center. Phase 2 includes a new Caltrain station at Fourth and Townsend streets, an intercity bus facility to house Greyhound and Amtrak intercity bus service, and potentially a block-long pedestrian tunnel between the lower level of the Transit Center and the Embarcadero BART/Muni Metro station. Construction will begin once Phase 2 is fully funded.

 

The capital cost of Phase 2 is estimated at approximately $3.9 billion, nearly all of which falls in the Plan’s timeframe. It is funded through a mix of local, regional, state, and federal funds.

2022 - Transportation: Renewal Program

13. Transportation

Renewal Program

As all of the agencies covered in the Transportation chapter are either enterprise departments or external agencies, there are no General Fund expenditures expected for renewals. SFMTA, SFO, and Caltrain each has its own state of good repair and other various renewal programs, which are described by the agencies here.

SFMTA – Renewals

The SFMTA currently has approximately $15 billion worth of capital assets, including bike routes and lanes, traffic signals, subway infrastructure, stations, maintenance and operations facilities, taxi facilities, fixed guideway track, overhead wires, and parking garages. SFMTA has been tracking its capital planning efforts through its Asset Management Program, ensuring that current assets receive needed maintenance, rehabilitation, and replacement. This effort is detailed in the SFMTA 2019 Transit Asset Management Plan. The SFMTA is also focusing on the renewal and modernization of its yards and facilities in its Building Progress Program.

SFO – Renewals

Passenger traffic has declined significantly due to the COVID-19 pandemic and consequent restrictions on air travel.  However, the Airport remains an essential facility and as passengers continue to utilize the Airport, the facilities that support passenger travel must be maintained to high safety standards. The Airport considers renewals to be general repair and replacement of building systems and fixtures, such as a roof repair, that do not enhance the value or change the use of an asset. These projects typically have a small scope and are completed in less than a year. These projects are usually funded through the Airport’s annual operating budget, unlike capital improvements which are often multi-year projects financed with capital funds.

The cost of SFO’s renewal program is approximately $178.3 million through FY2031.

Caltrain – Renewals

Pursuant to the Joint Powers Agreement, each member of the Joint Powers Board is responsible for contributing a one-third share towards Caltrain’s local match for its capital projects that are designed to maintain Caltrain assets in a state of good repair. Examples of these projects include replacement of track, bridges, and various civil structures; rail vehicle overhaul and major component replacement; station rehabilitation; and signal and communication systems rehabilitation. Current projects in the City of San Francisco include the rehabilitation/replacement of the Marin Avenue and Napoleon Avenue rail bridges. Construction on this project is anticipated to be complete in late 2021.

The cost of Caltrain’s state of good repair program is estimated at $651.8 million through FY2031.

BART – Renewals

In November 2016, voters approved Measure RR which authorized BART to issue $3.5 billion in G.O. Bonds to fund projects throughout its system. The Bond was put to the voters in three counties: San Francisco, Alameda, and Contra Costa. Its projects include replacement of 90 miles of track, renewal of mechanical infrastructure, repair of tunnels and stations, and many other initiatives that will modernize the BART system. The result of the Bond’s program will be shorter wait times, fewer delays, and more comfortable rides for passengers.

New Transportation: Renewal Program

Renewal Program

As all of the agencies covered in the Transportation chapter are either enterprise departments or external agencies, there are no General Fund expenditures expected for renewals. SFMTA, SFO, and Caltrain each has its own state of good repair and other various renewal programs, which are described by the agencies here.

Muni Light Rail Vehicle
Muni Light Rail Vehicle

SFMTA - Renewals

The SFMTA currently has approximately $15 billion worth of capital assets, including bike routes and lanes, traffic signals, subway infrastructure, stations, maintenance and operations facilities, taxi facilities, fixed guideway track, overhead wires, and parking garages. SFMTA has been tracking its capital planning efforts through its Asset Management Program, ensuring that current assets receive needed maintenance, rehabilitation, and replacement. This effort is detailed in the SFMTA 2019 Transit Asset Management Plan. The SFMTA is also focusing on the renewal and modernization of its yards and facilities in its Building Progress Program.

SFO - Renewals

A major objective of the Airport’s current Capital Plan is to meet increased infrastructure demands driven by historic levels of passenger growth. The Airport enjoyed year-over-year growth in passenger traffic every year between FY2010 and FY2018, and was considered the seventh most active airport in the United States in 2017. As more passengers visit the Airport, the facilities that support passenger travel must be maintained. The Airport considers renewals to be general repair and replacement of building systems and fixtures, such as a roof repair, that do not enhance the value or change the use of an asset. These projects typically have a small scope and are completed in less than a year. These projects are usually funded through the Airport’s annual operating budget, unlike capital improvements which are often multi-year projects financed with capital funds.

The cost of SFO’s renewal program is approximately $207.5 million through FY2029.

Caltrain - Renewals

Pursuant to the Joint Powers Agreement, each member of the Joint Powers Board is responsible for contributing a one-third share towards Caltrain’s local match for its capital projects that are designed to maintain Caltrain assets in a state of good repair. Examples of these projects include replacement of track, bridges, and various civil structures; rail vehicle overhaul and major component replacement; station rehabilitation; and signal and communication systems rehabilitation.

The cost of Caltrain’s renewal projects in San Francisco is approximately $384.4 million through FY2029.

BART - Renewals

In November 2016 voters approved Measure RR which authorized BART to issue $3.5 billion in G.O. Bonds to fund projects throughout its system. The Bond was put to the voters in three counties: San Francisco, Alameda, and Contra Costa. Its projects include replacement of 90 miles of track, renew mechanical infrastructure, repair of tunnels and stations, and many other initiatives that will modernize the BART system. The result of the Bond’s program will be shorter wait times, fewer delays, and more comfortable rides for passengers.

Transportation: Renewal Program

Renewal Program

As all of the agencies covered in the Transportation chapter are either enterprise departments or external agencies, there are no General Fund expenditures expected for renewals. SFMTA, SFO, and Caltrain each has its own state of good repair and other various renewal programs, which are described by the agencies here.

Airport Roof Repair
Roof Repair at SFO

SFMTA

The SFMTA currently has over $13.5 billion worth of capital assets, including: bike routes and lanes, traffic signals, subway infrastructure, stations, maintenance and operations facilities, taxi facilities, fixed guideway track, overhead wires" and parking garages. SFMTA has been establishing a greater focus of its capital planning efforts into its Asset Management Program, ensuring that current assets receive needed maintenance, rehabilitation, and replacement. Over the next five years, the SFMTA will roll out state of good repair investments across the transit network totaling $1.7 billion over this period. Highlights of these investments include: 

  • Replacement of the entire rubber tire fleet, including replacement and expansion of the paratransit fleet;
  • Expansion of the Light Rail vehicle fleet starting in Fall/Winter 2017;
  • Rail grinding, track work, and replacement of Automated Train Control Systems (ATCS) to maintain the fixed guideway system;
  • Upgrades to Overhead Catenary Systems, traffic signals, and other infrastructure essential to traffic and transit operations.

As part of the Vision Zero and Transit First initiatives, SFMTA is replacing and upgrading traffic signals, as well as restoring, rehabilitating, and replacing overhead lines, train tracks, subway elevators and escalators, off-street parking facilities, and revenue vehicle storage and maintenance facilities when necessary. Vision Zero SF is the City’s road safety policy that will build safety and livability into our streets, protecting the one million people who move about the City every day. The goals are to create a culture that prioritizes traffic safety and to ensure that mistakes on our roadways don’t result in serious injuries or death. The Transit First Policy gives top priority to public transit investments as the centerpiece of the City’s transportation policy and adopts street capacity and parking policies to discourage increases in automobile traffic.

SFO

A major objective of the Airport’s current Capital Plan is to meet increased infrastructure demands driven by historic levels of passenger growth. Over the past five years, the Airport has been one of the fastest growing airports nationwide. As more passengers visit the Airport, the facilities that support passenger travel must be maintained. The Airport considers renewals to be general repair and replacement of building systems and fixtures, such as a roof repair, that do not enhance the value or change the use of an asset. These projects typically have a small scope and are completed in less than a year. These projects are funded through the Airport’s annual operating budget, unlike capital improvements which are usually multi-year projects financed with capital funds. The Airport expects the cost of its renewal program to be approximately $214 million through FY2027.

Caltrain

Pursuant to the Joint Powers Agreement, each member County of the JPB has been contributing a onethird share towards Caltrain’s local match for its capital projects that are designed to maintain Caltrain assets in a state of good repair. Examples of these projects include replacement of track structures, overhaul to rail vehicles, station rehabilitation, and signal and communication rehabilitation. The total cost of Caltrain’s State of Good Repair program is $335 million.

Transportation: Overview

Overview

San Francisco sits at the center of the Bay Area, both geographically and economically. To support our residents, workers, and visitors, the City must maintain a vast system of transportation infrastructure ranging from crosstown buses and Muni trains to the San Francisco International Airport, one of the busiest in the United States. Regional transportation assets like BART and Caltrain also run through the city, connecting San Francisco to the surrounding counties.

San Francisco is currently in the midst of implementing several major initiatives that will improve its transportation system. From the Transbay Transit Center downtown, Bus Rapid Transit lines on major thoroughfares, and terminal expansions at the Airport, San Francisco is adding capacity that will dramatically improve mobility for residents. The projects being pursued will expand the City’s transit network and provide benefits for generations to come.

San Francisco Municipal Transportation Agency

The San Francisco Municipal Transportation Agency manages all City-owned ground transportation infrastructure in the city. Related operations include running the San Francisco Municipal Railway (Muni), managing parking and traffic, facilitating bicycling and walking, regulating taxis, and planning and implementing strategic community-based projects to improve the transportation network and prepare for the future.

The SFMTA has a number of short-term and long-term processes in place to identify and prioritize its capital projects. Once every two years the SFMTA develops its own fiscally unconstrained Capital Plan, last published in 2015, to identify needs for projects and programs over the next 20 years. This Capital Plan is overseen by the Transportation Capital Committee, which is comprised of representatives from all the agency’s functional divisions. This identifies the agency’s capital investment needs and establishes priority investments.

Over the next 10 years, the SFMTA’s total capital need is $6.1 billion.

This document summarizes SFMTA’s capital needs at a high level. For a detailed description of SFMTA’s capital projects, please see the SFMTA’s published plans at https://www.sfmta. com/about-sfmta/reports.

San Francisco International Airport

Owned by the City and County of San Francisco, and located within unincorporated San Mateo County, the San Francisco International Airport (SFO) manages a large and diverse infrastructure portfolio that includes four runways, 91 operational gates, and four terminals that total 4.4 million square feet. It also oversees 32 miles of roadways, five parking garages, the AirTrain transit system, a rental car facility, leased cargo and maintenance facilities, a waste treatment plant, and more than 274 miles of pipelines, ducts, power, and pump stations for water, sewage, storm drainage, industrial waste, and gas, in addition to electrical, and telecommunications distribution systems. 

To help manage its assets, the Airport maintains a five-year and a 10-year Capital Plan, which is generally updated annually. A major objective of Airport’s current Capital Plan is to meet increased infrastructure demands driven by historic levels of passenger growth. In FY2016 the Airport continued its long run of passenger growth, reaching a record 51.4 million passengers – a seven percent increase over the prior year and a 56% increase since FY2007. 

The Airport’s Capital Plan identifies $5.7 billion in need over the next five years, and $6.1 billion over the next 10 years. This chapter contains a high level summary of the Airport’s capital needs. For a more in-depth description of the Airport’s capital projects, please see the five-year and 10-year Capital Plans published on the Airport’s website: http://www.flysfo.com/about-sfo.

San Francisco County Transportation Authority

The San Francisco County Transportation Authority (SFCTA) is the sub-regional transportation planning and programming agency for the City. The SFCTA is responsible for the City’s long-range transportation planning, coordinating with federal, state, and other local transportation agencies. In this capacity SFCTA helps to plan, fund, and deliver improvements for San Francisco's roadway and public transportation networks. 

In early 2017, the SFCTA will adopt a minor update of the 2013 San Francisco Transportation Plan (SFTP), the long-range countywide transportation plan. The SFTP evaluates existing needs and growth trends to develop updated transportation sector policies, strategies, and investment priorities for sustainable growth. 

The full SFTP can be found at http://www.sfcta.org. 

Connect SF (http://connectsf.org/) is a multi-agency collaboration process that builds on the SFTP and other local planning efforts to develop an effective, equitable, and sustainable transportation system for our future. It will develop a long-range vision that will guide plans for the City and our transportation system.

Peninsula Corridor Joint Powers Board (Caltrain)

San Francisco, along with San Mateo and Santa Clara counties, is a representative member of the Peninsula Corridor Joint Powers Board (JPB), which operates and maintains Caltrain, one of the oldest commuter rail services in Northern California. Caltrain provides peak and off-peak connections along the Peninsula rail corridor between San Francisco and Gilroy. Per the 1996 Joint Powers Agreement, funding for system-wide capital improvements are shared equally among the three member counties, while local improvements are, in general, borne by the county in which the improvements are located. 

The total estimated cost for the 10- year JPB Capital Improvement Program is $3.3 billion, as projected in its most recent Short Range Transit Plan, covering FY2015 through FY2024. This includes basic maintenance, renewal costs, and major enhancements. An example of such enhancements are the conversion to an electrified system and installation of a federally mandated Positive Train Control system. 

The Short Range Transit Plan can be found at www.caltrain.com.

Transbay Joint Powers Authority

The Transbay Joint Powers Authority (TJPA) was created to manage all matters concerning the financing, design, development, construction, and operation of the Transbay Program, including the Transbay Transit Center. The Transbay Transit Center will help unify a fractured regional transportation network by connecting eight Bay Area counties and the State of California through 11 transit systems: AC Transit, BART, Caltrain, Golden Gate Transit, Greyhound, Muni, SamTrans, WestCAT Lynx, Amtrak, Paratransit, and the future California High-Speed Rail. The Program’s total capital cost is estimated at approximately $6.2 billion. It is funded through a mix of local, regional, state and federal funds.

A related project overseen by the City’s Office of Community Investment and Infrastructure will create a new mixed-use transit-oriented neighborhood surrounding the new Transit Center. For more information on Transbay neighborhood development, please refer to the Office of Community Infrastructure and Investment Section within the Economic and Neighborhood Development Chapter of this Plan.

Bay Area Rapid Transit

Since its opening in 1972, Bay Area Rapid Transit (BART) has become essential to the mobility, economy, and livability of the Bay Area for riders and non-riders alike. BART currently carries 440,000 passengers on a typical weekday. Forecasts suggest that demand for BART will increase as the region grows, with 600,000 daily riders projected to use BART by 2040. However, after 44 years of service to the region, BART faces major challenges including aging infrastructure and crowded conditions for riders. Without addressing these issues BART will not be able function effectively, putting the Bay Area’s economic vitality and quality of life at stake. 

In November 2016 voters approved Measure RR which authorized BART to issue $3.5 billion in G.O. Bonds to fund projects throughout its system. The Bond was put to the voters in three counties: San Francisco, Alameda, and Contra Costa. Its projects include replacement of 90 miles of track, renew mechanical infrastructure, repair of tunnels and stations, and many other initiatives that will modernize the BART system. The result of the Bond’s program will be shorter wait times, fewer delays, and more comfortable rides for passengers. 

Riders to, from, and through San Francisco will benefit from overall system improvements. These improvements will include repairing water damage in the Market Street tunnels, ADA compliance to improve accessibility, and adding protective canopies to all downtown stations. BART will begin Phase 1 of its Powell Street and Balboa Park modernizations to improve capacity, aesthetics, and security. Balboa Park is also receiving the Eastside Connection Project, which will improve access to the station. 

BART's investments in San Francisco will establish its stations as inviting public spaces and provide reliable service to its riders. 

2022 - Recreation, Culture + Education: Financial Summary

12. Recreation, Culture + Education

Financial Summary

Programs / Projects
(Dollars in Thousands)		 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 - 2031 Plan Total Backlog
State of good repair renewal - Need 158,179 165,951 170,843 180,074 188,674 1,105,151 1,968,871  
                 
SPENDING PLAN               DEFERRED
State of good repair renewal - Proposed Uses 21,560 22,582 20,254 25,887 27,274 184,256 301,815 1,505,539
ADA Improvements 600 600 600 600 600 3,000 6,000 -
Enhancements 180,666 85,725 76,524 37,886 3,500 168,500 552,801 253,293
City College 92,124 218,027 230,653 206,197 110,374 43,267 900,641 1,687,990
SFUSD 1,019,750 19,750 20,750 21,750 21,750 1,108,750 2,212,500 -
TOTAL 1,314,700 346,684 348,782 292,320 163,498 1,507,773 3,973,757 3,446,822
                 
REVENUES                
General Fund 1,487 1,680 2,507 7,359 9,018 80,607 102,660  
General Fund - Other 15,150 15,000 15,000 15,000 15,000 75,000 150,150  
ESER G.O. Bond 2020 70,000 - - - - - 70,000  
Health and Recovery Bond 2020 66,325 74,125 67,300 31,250 - - 239,000  
Neighborhood Parks and Open Space Bond 2028 - - - - - 151,000 151,000  
 Impact Fees 14,600 11,100 14,724 13,136 10,000 50,000 113,560  
SFUSD Bond 1,000,000 - - - - 1,000,000 2,000,000  
City College G.O. Bond 55,536 176,503 209,262 206,197 110,374 43,267 801,138  
Other Local Sources 23,214 26,752 18,597 19,378 19,106 107,899 214,946  
State 36,588 41,524 21,391 - - - 99,503  
Private and Non - Profit Sources 31,800 - - - - - 31,800  
TOTAL 1,314,700 346,684 348,782 292,320 163,498 1,507,773 3,973,757  
Total San Francisco Jobs/Year 5,889 1,553 1,562 1,309 732 6,753 17,798  

New Recreation, Culture + Education: Financial Summary

Financial Summary
PROGRAMS/PROJECTS
(Dollars in Thousands)		 FY
2020		 FY
2021		 FY
2022		 FY
2023		 FY
2024		 FY 2025 -
2029		 Plan Total Backlog
State of Good Repair Renewal - Need 63,614 66,490 69,421 75,547 75,968 441,950 792,990  
 
SPENDING PLAN               DEFERRED
State of Good Repair Renewal - Proposed Uses 30,173 31,507 33,125 37,238 36,022 221,586 389,652 358,759
ADA Improvements 600 600 600 600 600 3,000 6,000 -
Enhancements 17,150 260,000 5,000 9,250 5,000 200,000 496,400 6,603
City College 29,400 35,350 8,900 - - - 73,650 1,573,990
SFUSD 13,700 13,700 1,013,700 13,700 13,700 68,500 1,137,000 -
TOTAL 91,023 341,157 1,061,325 60,788 55,322 493,086 2,102,702 1,939,352
REVENUES                
General Fund 8,456 9,729 11,371 12,462 14,084 104,656 160,758  
General Fund - Other 15,000 15,000 15,000 15,000 15,000 75,000 150,000  
Neighborhood Parks and Open Space Bond 2021 - 255,000 - - - - 255,000  
Neighborhood Parks and Open Space Bond 2028 - - - - - 200,000 200,000  
Impact Fees 7,500 7,500 7,500 7,500 7,500 37,500 75,000  
SFUSD Bond - - 1,000,000 - - - 1,000,000  
Other Local Sources 30,667 33,578 17,804 16,576 13,738 75,930 188,294  
State 29,400 35,350 8,900 - - - 73,650  
TOTAL 91,023 356,157 1,060,575 51,538 50,322 493,086 2,102,702  
Total San Francisco Jobs/Year 540 2,112 6,289 306 298 2,924 12,469  

Recreation, Culture + Education: Financial Summary

Financial Summary
PROGRAMS/PROJECTS (Dollars in Thousands) FY
2018		 FY
2019		 FY
2020		 FY
2021		 FY
2022		 FY 2023 -
2027		 Plan Total Backlog
State of Good Repair Renewal - Need 50,916 53,462 56,135 58,942 61,889 359,073 640,416  
 
SPENDING PLAN               DEFERRED
State of Good Repair Renewal - Uses 26,212 28,130 29,411 30,756 32,580 192,495 339,583 382,477
ADA Improvements 1,500 600 600 600 600 3,000 6,900 -
Enhancements 72,383 157,254 15,671 1,000 500 150,500 397,309 31,763
City College 11,131 19,800 30,000 19,000 - - 79,931 449,990
SFUSD 844,500 62,700 13,700 13,700 552,000 68,500 1,555,100 -
TOTAL 955,726 268,484 89,382 65,056 585,680 414,495 2,378,823 864,230
REVENUES                
General Fund 8,812 9,269 9,958 10,692 11,893 78,859 129,483  
General Fund - Other 15,060 15,430 15,820 16,220 16,620 89,560 168,710  
Neighborhood Parks and Open Space Bond 2012 63,144 - - - - - 63,144  
Neighborhood Parks and Open Space Bond 2019 - 150,000 - - - - 150,000  
Neighborhood Parks and Open Space Bond 2025 - - - - - 150,000 150,000  
Impact Fees 10,100 7,500 7,500 7,500 7,500 37,500 77,600  
SFUSD Bond 759,300 - - - 513,300 - 1,272,600  
Other Local Sources 25,489 19,486 26,104 11,644 11,367 58,576 152,665  
Federal 1,690 - - - - - 1,690  
State 72,131 66,800 30,000 19,000 25,000 - 212,931  
TOTAL 955,726 268,484 89,382 65,056 585,680 414,495 2,378,823  
Total San Francisco Jobs/Year 7,980 2,242 746 543 4,890 3,461 19,863  

2022 - Recreation, Culture + Education: Emerging Projects

12. Recreation, Culture + Education

Emerging Projects

Project Name Description
REC – Camp Mather Master Plan  Located near Yosemite National Park, Camp Mather is a family camp with 337 acres, a pool, lake, tennis and basketball courts, staff housing dormitories, kitchen/dining hall and 100+ rustic cabins that serve as guest accommodations. This site is heavily used and a long-neglected resource. It is also revenue generating. A master plan, including environmental review, would help guide the improvements needed at the facility. In addition, significant improvements are needed to existing structures, including a modern wastewater treatment facility to meet current environmental standards.
REC – Civic Center Plaza Modernization Civic Center Modernization has grown from the City's Public Realm Plan, which created a unified vision for medium and long-term improvements to the Civic Center Plaza with streets and other public spaces.  This multi-agency effort is part of the City's larger Civic Center Initiative, an effort to make the area's public space more welcoming in the near-term.
REC – Geneva Car Barn Enhancement – Phase 2 Phase 2 of the Geneva Car Barn Enhancement Project includes renovation of the Car Barn building. This project will include a seismic upgrade, the installation of modern utility systems, restoration of historic features, hazardous materials remediation and new circulation systems to accommodate ADA access. The renovated Car Barn will include space for new art studios, a cafe, an event space, a theater, a community meeting room, a student lounge, and retail.
REC – Golden Gate Park - 9th Ave & Lincoln Gateway This project proposes improving the prominent gateway into Golden Gate Park with placemaking improvements including an expanded paving area on each side of 9th Avenue, with seating, specimen planting, and improved signage to welcome park visitors. Crossings will be brought to ADA compliance and the existing bus shelter may be relocated to create a more usable space.
REC – Golden Gate Park Senior Center The popular Golden Gate Park Senior Center is a dated building which requires modernization and enhancements to bring it up to code and meet future needs. A needs assessment will determine the scope of required improvements and cost of two scenarios: one that addresses building deficiencies, ADA and circulation, and one that includes a building expansion and potential relocation of the existing senior center garden.
REC – Golf Course Improvements Significant facility upgrades are needed at the City's golf courses. The Lincoln Park course has several needs including netting along Clement Street, a new clubhouse, a new perimeter fence, as well as rehabilitation of the entire course. Similarly, the Sharp Park course and other courses within the City also require substantial upgrades.
REC – Marina East Yacht Harbor Renovation The Marina West Harbor Improvements were completed in 2013, but renovation and deferred maintenance needs remain at the Marina East – both waterside and landside. Waterside renovations would include the installation of a new breakwater, reconstruction of portions of the riprap slopes, and replacement and reconfiguration of the floating docks and slips. Additional waterside amenities could include pump-out stations, a new fuel dock, and kayak launch. Landside improvements include renovation of the existing harbor office into boater/public restrooms.
REC – McLaren Lodge Seismic and Code Upgrades John McLaren Lodge, situated at the entrance to Golden Gate Park, requires seismic improvements, including improvements to the newer annex (a two-story administrative building directly behind the Lodge), the breezeway which connects both buildings, and an ADA compliant elevator.
REC – Recreation Center Modernization  After the Gene Friend Recreation Center project, REC plans to modernize recreation centers that have not been addressed recently, starting with Mission Recreation & Arts Center, and followed by Potrero, Bernal Heights and St. Mary’s Recreation Centers. These recreation centers need renovation for seismic safety, upgraded access, and replacement of failing structures, systems, and play features. Mission Recreation & Arts Center will undergo seismic, structural and feasibility studies to identify potential improvements. 
REC – Murphy Windmill The historic windmill, which has undergone some restoration work in the early 2000s, requires rehabilitation of the tower and dome of to address operational safety concerns.
REC – Sharp Park Wetland Restoration  This project would improve the habitat for special status species, such as California Red Legged Frogs and San Francisco Garter Snakes, at the Laguna Salada Wetland Complex by creating an additional 19 acres of habitat and re-establishing the connection with Mori Point.
REC – Twin Peaks Promenade and Trail Improvements This project would convert the pilot road closure at Twin Peaks into a permanent linear park along the trail system. It would improve pedestrian and bicycle access, along with defined trail connections and corridors. The promenade scope includes roadway surfacing, barrier removal, planting, signage, seating, and bike racks. The associated trails scope includes replacement of trail and natural surface box steps on the south peak, as well as two other trail segments that connect the promenade to the neighborhood and public transit.
REC – Zoo Improvements  The Zoo is currently undergoing a Master Planning process to analyze current capital needs. Since 2000, the Zoo has spent approximately $70 million on new construction, renovation, and enhancement. While the western side of the Zoo has seen significant improvements, there are many structures that still need repair, including the Mothers Building, the last remaining building with culturally significant WPA murals from the Fleishhacker Pool. On the eastern side of the Zoo, substantial work needs to be performed to renovate the lion house and bear grottoes along with the other original structures from the 1920s and 30s.
ARTS – 706 Mission Interior Buildout Pursuant to an agreement between 706 Mission (Millenium) and the Office of Community Infrastructure and Investment (OCII), Millenium agreed to construct a 4 story, approximately 48,000 square foot warm shell space (Cultural Component) as part of their 706 Mission Street hi-rise residential mixed use project. The project is nearing substantial completion and Millenium is preparing to turn over the Cultural Component to the City pursuant to their agreement. Additional funding may be required to complete the interior buildout of the facility.
OEWD – Old Mint Restoration Project  Cost estimates for the completion of the Old Mint Restoration Project – the City’s effort to transform the landmark United States Old Mint building into a new, destination cultural facility – are approximately $125 million. A more complete and detailed financing plan will be developed through Phase II of the evaluation period, presently underway, but this total project cost will be met with a mix of local, state, and federal funding sources. As adopted, the Community Benefits Package from the City’s Central SoMa Plan includes a major investment in the Mint’s restoration. This local funding, generated from assessments of the plan area’s Community Benefits District, will be leveraged to raise additional public and private support. Additionally, the Phase II assessment will examine the use of Historic Preservation Tax Credits and General Fund debt financing tools to complete the project’s funding. Developed in collaboration with the California Historical Society, the City’s official partner on the project, Phase II of the evaluation will also produce a campaign feasibility analysis exploring the market for private and philanthropic participation in the project.
In close coordination with RED, OEWD works to keep the Mint active and maintained – until such time as the full restoration project can begin in earnest – through a near-term partnership with a local event production and venue operator group.    
LIB – Main Library  The Main Library is 25 years old, and while the building is in excellent condition, there have been many changes in how libraries provide service to their patrons. It is likely that the Strategic Planning and Facilities Master Plan processes will identify opportunities for remodeling the building to make it even more effective and enjoyable for all users. Given the size and nature of the building, and the reality that building mechanical systems will be approaching their third decade of service before a major remodel occurs, it is likely that such a project will involve a substantial capital investment, to be determined.
SCI – Replacement of Natural Gas Infrastructure In order to comply with the City’s net-zero greenhouse gas emissions target, the California Academy of Sciences is exploring replacing all natural gas infrastructure and appliances with electric infrastructure and appliances.
SCI – Expansion of Cooling Systems This project would increase the capacity and resilience of the chiller/cooling tower plant to reduce the need for load shedding, support business continuity, and add capacity to meet Aquarium requirements for existing and new exhibits. It may include adding a chiller and/or dedicated chill water loop, and adding to the square footage of the Central Utility Plant.
SCI – Expansion of Generator Capacity This project would increase resiliency and capacity of generators to add redundancy for business continuity, reduce potential load shedding, increase load shedding flexibility, and support future animal holding and exhibit infrastructure. Scope expected to include adding day tank capacity which should require adding square footage to the Central Utility Plant.
CCSF– Ocean General Campus Wide Improvements Project scope includes campus wide renovations and systems upgrades identified though City College’s recently complete Facilities Master Plan.
CCSF – District-wide IT Infrastructure Improvements This project will address district-wide technology data center improvements, area network connections and hardware, audio-visual modernization, smart classrooms, computer replacements, security upgrades and improvements, telecommunications upgrades and network infrastructure modernization.
SFUSD – Real Estate Portfolio Strategy  SFUSD needs to build a cohesive, comprehensive strategy for the siting of students, staff, partner organizations, and non-instructional uses. Over the next year, SFUSD will identify a vendor to complete an asset inventory and condition assessment for all SFUSD properties. This assessment will shape a proactive real estate management strategy to manage current and future uses of SFUSD properties, as well as future capital plans.
SFUSD – Ruth Asawa School of the Arts at 135 Van Ness The 2016 SFUSD G.O. Bond allocates $100 million for the Ruth Asawa School of the Arts/Art Institute project at 135 Van Ness. With support from the Baker St. Foundation, SFUSD partnered with IDEO to develop and refine the programming model for the Art Institute.
SFUSD – Mission Bay School in Mission Bay The 2016 SFUSD G.O. Bond allocates funding for a new school located in San Francisco’s Mission Bay. This is a site identified in the University of California, San Francisco (UCSF) Mission Bay’s Long-Range Development Plan (LRDP) for a public school.  SFUSD’s demographic projections show enrollment of young students to grow significantly both in this region as well as other South of Market areas. The new facility will be approximately 100,000 gross square feet on a +/- 2.4-acre parcel transferred from UCSF to SFUSD.  This new facility will consist of three primary programmatic components: 
1. A preschool, transitional kindergarten, kindergarten through 5th grade elementary school.
2. A Linked Learning Hub in which high school students from around the District may participate in job training, internships and business partnerships.
3. A Professional Learning facility in which educators will participate in instructional training. 

 

New Recreation, Culture + Education: Emerging Projects

Emerging Projects

Project Name Description
REC – Buchanan Street Mall Improvements Building on an activation in 2015, the community worked with Trust for Public Land to produce a vision plan for Buchanan Mall. The plan calls for a unified plaza that provides opportunities for gardening, play, recreation, culture, gathering spaces and dog play space. REC is currently working with community groups and local partners to develop the vision statement into a concept plan and realize one of the five blocks with funding from Let's Play SF!
REC – Camp Mather Master Plan Located near Yosemite National Park, Camp Mather is a family camp with 337 acres, a pool, lake, tennis and basketball courts, staff housing dormitories, kitchen/dining hall and 100+ rustic cabins that serve as guest accommodations. This site is heavily used and a long-neglected resource. It is also revenue generating. A master plan, including environmental review, would help guide the improvements needed at the facility. In addition, significant improvements are needed to existing structures, including a modern wastewater treatment facility to meet current environmental standards.
REC – Coastal Trail Project As part of the South Ocean Beach Plan, the Coastal Trail Project is an initiative to create a new multi-use trail between Sloat Avenue and Skyline Boulevard. This project has received $1.7 million in funding from the Federal FLAP grant, $264,000 from Prop K sales tax, and $45,000 from an in-kind donation from SPUR. The project will be implemented in conjunction with other Great Highway narrowing projects led by Public Works and the SFMTA, and the overall project cost and timeline is yet to be determined.
REC – Geneva Car Barn Enhancement – Phase 2 Phase 2 of the Geneva Car Barn Enhancement Project includes renovation of the Car Barn building. This project will include a seismic upgrade, the installation of modern utility systems, restoration of historic features, hazardous materials remediation and new circulation systems to accommodate ADA access. The renovated Car Barn will include space for new art studios, a cafe, an event space, a theater, a community meeting room, a student lounge, and retail.
REC – Golf Course Improvements Significant facility upgrades are needed at the City's golf courses. The Lincoln Park course has an estimated need of $5 million, including netting along Clement Street, a new clubhouse, a new perimeter fence, as well as rehabilitation of the entire course. Similarly, the Sharp Park course has an estimated need of $6 million, and most other courses within the City also require substantial upgrades.
REC – Marina East Yacht Harbor Renovation The Marina West Harbor Improvements were completed in 2013; renovation and deferred maintenance needs remain at the Marina East both waterside and landside. Waterside renovations would include the installation of a new breakwater, reconstruction of portions of the riprap slopes, and replacement and reconfiguration of the floating docks and slips. Additional waterside amenities could include pump-out stations, a new fuel dock, and kayak launch. Landside improvements include renovation of the existing harbor office into boater/public restrooms, adaptation of the degaussing station into a new harbor office, and parking and landscape improvements.
REC – McLaren Lodge Seismic and Code Upgrades John McLaren Lodge, situated at the entrance to Golden Gate Park, requires estimated seismic improvements of $15 million including improvements to the newer annex (a two-story administrative building directly behind the Lodge), the breezeway which connects both buildings, and an ADA compliant elevator. The project does not have a final cost estimate.
REC – Neighborhood Parks – Recreation Centers After the Gene Friend Recreation Center project, this program will modernize recreation centers that have not been addressed recently, including the Potrero, Mission, Bernal Heights and St. Mary’s Recreation Centers. These recreation centers are in need of renovation for seismic safety, upgraded access, and replacement of failing structures, systems, and play features.
REC – New Park Acquisitions and Capital Development Needs The recently acquired park site at 11th Street in western SoMa needs to be designed and developed. Planning and design are expected to begin in 2019, with development in 2021 to accommodate existing leases. Partial funding has been received from Eastern Neighborhoods Impact Fees.
REC – Sharp Park Wetland Restoration This project would improve the habitat for special status species, such as California Red Legged Frogs and San Francisco Garter Snakes, at the Laguna Salada Wetland Complex by creating an additional 19 acres of habitat and re-establishing the connection with Mori Point.
REC – Twin Peaks Promenade and Trail Improvements This project would convert the pilot road closure at Twin Peaks into a permanent linear park along the trail system. It would improve pedestrian and bicycle access, along with defined trail connections and corridors. The promenade scope includes roadway surfacing, barrier removal, planting, signage, seating, and bike racks. The associated trails scope includes replacement of trail and natural surface box steps on the south peak, as well as two other trail segments that connect the promenade to the neighborhood and public transit.
REC – Zoo Improvements The Zoo is currently undergoing a Master Planning process to analyze current capital needs. Since 2000, the Zoo has spent approximately $70 million on new construction, renovation, and enhancement. While the western side of the Zoo has seen significant improvements, there are many structures that still need repair, including the Mothers Building, the last remaining building with culturally significant WPA murals from the Fleishhacker Pool. On the eastern side of the Zoo, substantial work needs to be performed to renovate the lion house and bear grottoes along with the other original structures from the 1920s and 30s.
ARTS – 706 Mission Interior Buildout Construction of the 706 Mission Cultural Facility is underway with expected completion in 2019. Additional funding may be required to complete the interior buildout of the facility.
ARTS – Renovation of the City’s Cultural Centers The Cultural Centers Facility Master Plan will provide assessments for future capital improvements. Future renovations will address architectural, disabled access, structural, mechanical/plumbing/fire protection, electrical/fire alarm, and elevator deficiencies at SoMArts, the African American Art & Culture Complex, Mission Cultural Center for Latino Arts, and Bayview Opera House.
OEWD – Old Mint Restoration Project Construction costs for the completion of the Old Mint Restoration Project – the City’s effort to transform the landmark Old United States Mint building into a new, destination cultural facility – are approximately $100 million. A complete and detailed financing plan is being developed through the Phase I evaluation period, presently underway, but this total project cost will require a mix of local, state, and federal funding sources. The City’s recently approved Central SoMa Plan includes a major potential source for the Old Mint’s rehabilitation and rededication. This local funding, generated from assessments of the plan area’s Community Facilities District, would be leveraged to raise additional public and private support. The Phase I assessment will examine the use of Historic Preservation Tax Credits and General Fund debt financing tools to complete the project’s funding picture. Developed in collaboration with the California Historical Society, the City’s official partner on the project, the Phase I evaluation will also produce a campaign feasibility analysis exploring the market for private and philanthropic participation in the project.

LIB – Branch Facilities

Master Planning

 An updated Branch Facilities Master Plan will aid the Library in addressing evolving community needs, the City's growing population, and resiliency planning. The Branch Facilities Master Plan Library will consider the creation of satellite or new locations to meet the needs of the growing communities, especially in the southeast and Treasure Island. Potential future library facilities would ideally include a co-location project, with potential partnerships with a health clinic, recreation center, supermarket, or affordable housing. In addition, based on community meeting needs and space availability, the Branch Facilities Master Plan will explore growing the number of community rooms available for public use beyond the 19 rooms currently available.
LIB – Civic Center Campus Capital Improvements The Library is embarking on a major study of the Main Library and the Support Services Facility. Improvement goals target innovative and responsive service delivery models, which include more community space for meeting and learning, and new interior furnishings and finishes. Facilities master planning for the Main Library also will improve the sense of safety and security for patrons and staff, aging building and technology infrastructure, energy and space usage, and the resilience of the building.
CCSF – Batmale Hall Reconstruction This project will reconstruct Batmale Hall to better meet the instructional need of the College. The existing building was constructed in 1978 and has not had a major renovation to date. The project will include structural enhancements to the building, upgrade of building systems, and enhancements for accessibility/ADA compliance.
CCSF – Child Development Center The proposed project would construct a new Child Development Center on campus located north of the Student Health Center. The existing Child Development Center on campus is offline and will be demolished to provide a project site.
CCSF – Facilities Master Plan City College is in the process of developing a new Facilities Master Plan to guide facilities development in the coming 10-year period. This Plan is anticipated to be adopted by the College’s governing Board in spring 2019. Following adoption of the Plan, City College will act as the lead agency for environmental review compliance in conformance with California Environmental Quality Act (CEQA) requirements. Additional needs will be included in future updates of the Capital Plan as they are identified.
CCSF – Parking Structures Parking structures have been identified as a potential need depending on the potential impact of building on existing parking sites. The parking structures would be sized to support projected needs after construction.
CCSF – STEM Complex This project will construct a new Science Technology Engineering and Math (STEM) building to house related programs within a single instructional building on campus.
CCSF – Student Development Center The goals of the project are to consolidate first-contact student services under one roof and to create a welcoming main entrance at the important intersection of Ocean and Phelan Avenue.
CCSF – Student Union This project will construct a new Student Union building to house student activities, instructional support services, culinary and hospitality instruction, a cafeteria, and a bookstore. The existing Student Union would be demolished following occupancy of the new building.
CCSF – Visual Arts Reconstruction This project will reconstruct the Visual Arts Building which was constructed in 1970 and has not had any major renovation to date. Scope of work will include structural enhancements to the building, upgrade of building systems, and enhancements for accessibility/ADA compliance.
SFUSD – Real Estate Portfolio Strategy SFUSD needs to build a cohesive, comprehensive strategy for the siting of students, staff, partner organizations, and non-instructional uses. Over the next year, SFUSD will identify a vendor to complete an asset inventory and condition assessment for all SFUSD properties. This assessment will shape a proactive real estate management strategy to manage current and future uses of SFUSD properties, as well as future capital plans.
SFUSD – Ruth Asawa School of the Arts at 135 Van Ness The 2016 SFUSD G.O. Bond allocates $100 million for the Ruth Asawa School of the Arts/Art Institute project at 135 Van Ness. With support from the Baker St. Foundation, SFUSD partnered with IDEO to develop and refine the programming model for the Art Institute. SFUSD is designing a series of prototype programs for implementation in the 20/21 academic year to gauge demand for Art Institute program offerings. In the interim, SFUSD will launch a capital campaign for the project, leveraging G.O. Bond resources with private philanthropy.
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