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Cover Page Name of lead applicant Port of Richmond, City of Richmond Is the applicant applying as a lead applicant with any joint applicants? There are no joint applicants Does the applicant own the property where the grant-funded improvements will occur? Yes Is the applicant seeking funding under the small project at a sm all port set-aside? Yes Project name Dock Restoration for Improved Vehicle Entry (DRIVE) Project Project description Port Richmond plans to improve wharf infrastructure to enhance load handling capabilities at Berth 7. This will significantly improve Roll On Roll Off (RoRo) operations for more reliable goods movement. The increased capacity will alleviate a goods movement bottleneck and unlock the underutilized capacity of surrounding infrastructure. Repairs performed as part of the improvement will increase site resiliency against natural and manmade hazards. The project will address challenges with aging infrastructure while increasing the safety and efficiency of multi-modal transportation to meet the terminal’s increasing demand for goods movement. Is this a planning project? No Is this a project at a coastal or Great Lakes port? Yes Is this project located in a noncontiguous State or US territory? No Geographic coordinates (Latitude and Longitude format) 37.90750 N, -122.36417 W Is this project in an urban or rural area? Urban Project Zip Code 94804 Has the same project been previously submitted for PIDP funding? No FY 2025 PIDP Narrative Outline
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Is the applicant applying for other Federal discretionary grant programs (managed by DOT or a separate agency) in 2025 for the same work or related scopes of work? No Has the applicant previously received DOT funding for the same work or related scope of work? No Has the applicant previously received TIGER, BUILD, RAISE, FASTLANE, INFRA, USMHP, or PIDP funding? No PIDP Grant Amount Requested $11,224,449 Total Project Cost $14,030,561 Total Federal Funding $11,224,449 Total Non-Federal Funding $2,806,112 Will the applicant be seeking approval to expend funds prior to grant agreement execution? No Will RRIF or TIFIA funds be used as part of the project financing? No Does the applicant use LOGINK or a similar logistics platform provided or sponsored by the People’s Republic of China or Chinese state-affiliated entities? No
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TABLE OF CONTENTS Project Narrative ............................................................................................................................................ 1 I Project Description ................................................................................................................................ 1 I.A Statement of Work ............................................................................................................................ 1 I.B Transportation Challenges ................................................................................................................ 2 I.C Project History .............................................................................................................................. 4 I.D Applicant Eligibility and Authority .............................................................................................. 6 I.E Subrecipients .................................................................................................................................... 6 I.F Dredging Information ....................................................................................................................... 6 I.G Joint Application Information ...................................................................................................... 6 I.H Facility Security Plan ................................................................................................................... 7 II Project Location ..................................................................................................................................... 7 II.A Location Description .................................................................................................................... 7 II.B Location Information .................................................................................................................... 8 III Grant Funds, Sources, and Use of Funds ............................................................................................... 9 III.A Project Budget and Sources of Funds .......................................................................................... 9 III.B Uses of Funds ............................................................................................................................. 10 III.C Pre-Obligation Costs .................................................................................................................. 10 III.D Funding Commitments ............................................................................................................... 10 IV Merit Criteria ....................................................................................................................................... 11 IV.A Achieving Safety, Efficiency, or Reliability Improvements ...................................................... 11 IV.B Supporting Economic Vitality at the Regional or National Level ............................................. 12 IV.C Leveraging Federal Funding ...................................................................................................... 13 IV.D Port Resilience ............................................................................................................................ 14 V Additional Considerations ................................................................................................................... 15 V.A Workforce Development ............................................................................................................ 15 V.B Project Readiness – Technical Capacity .................................................................................... 17 V.C Project Readiness – NEPA Process and Permitting Risk ........................................................... 26 VI Statutory Determinations ..................................................................................................................... 27 FY 2025 PIDP Narrative Outline
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Project Narrative I Project Description I.A Statement of Work The Port of Richmond (the Port) is a critical node in the San Francisco Bay Area’s maritime logistics chain. It handles over 80,000 imported vehicles annually from Japan and Korea and more than 66,500 tons of goods from Southeast Asia, generating over $2.8 billion in sales to U.S. markets. The Port also provides berthing services for tugs, tenders, and emergency response vessels, serving as an emergency coordination hub. The U.S. Coast Guard Southwest District that includes California identifies the Port of Richmond as one of six major (Tier one) ports that require a heightened level of protection, alongside San Diego, Los Angeles, Long Beach, San Francisco, and Oakland. The Port proposes the comprehensive structural remediation and modernization of Berth 7 at the Point Potrero Marine Terminal (PPMT). Berth 7 is a critical Roll-On/Roll-Off (RoRo) wharf currently operated by the Auto Warehousing Company (AWC), the Berth’s principal tenant and user. This project will address significant structural degradation, safety hazards, and operational inefficiencies by restoring and enhancing the Berth’s load-bearing capacity, which has been bottlenecking the facility’s cargo-handling capabilities. The improvements planned as part of the Dock Restoration for Improved Vehicle Entry Project (DRIVE or the “Project”) will position the Port to continue serving as a critical node in the transportation of vehicles while improving the goods movement capacity to support the movement of more diverse cargo. Doing so will strengthen the regional economy and provide resilience to seaside infrastructure. The Project entails structural rehabilitation of Berth 7 to restore its operational capacity, ensure long-term resiliency, and enable continued investment into goods movement at the Port. To date, Port finalized concept-level engineering plans, completed preliminary design alternatives, and engaged with key tenants and stakeholders to define operational needs and sequencing. The Port plans to begin an environmental review consistent with the California Environmental Quality Act (CEQA) this fall, with completion next spring. Following the completion of the engineering design, the Port will begin engagement with federal and state agencies to secure construction permits by fall 2026. The Project consists of one component, Berth 7 Wharf Remediation, which includes several improvements: • Repair of Critical Structural Beam: Immediate repair of a fractured structural beam located beneath the wharf deck that currently limits cargo operations and poses safety risks. • Pile Repair and Replacement: Reinforcement and replacement of deteriorated support piles to restore the wharf’s structural integrity. • Deck and Surface Restoration: Removal and replacement of degraded pavement and deck materials to provide a safer, more efficient work surface for RoRo operations. • Structural Interface Enhancements: Strengthening the connection between the wharf deck and adjacent shoreside apron to improve overall load distribution and durability. Together, these improvements will allow Berth 7 to handle heavier and more diverse cargo. Portions of the Berth are currently limited to as little as 50 pounds per square foot (PSF), a far cry short of the 200 PSF recommended for automobile loading and unloading. This lack of capacity FY 2025 PIDP Narrative Outline
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has led the Port to implement tight vehicle movement restrictions to ensure that load ratings are not exceeded. Despite these restrictions, risks to worker and equipment safety are elevated while the Berth’s cargo handling capacity is reduced. After the improvement, the berth loading limits will be increased to 200 PSF for the inner wharf and 390 PSF for the outer wharf. The significant loading capacity increase proposed by DRIVE will not only enhance berth safety and resilience, but the added capacity will allow the loading and unloading of heavier automotive equipment, e.g., agricultural equipment, commercial vehicles, and construction machinery. The improvement will also serve as a foundation for future infrastructure investments, such as the future installation of shore power systems, the development of a workforce development hub, and the remediation of adjacent Berths. Failure to address current deficiencies at Berth 7 would result in continued infrastructure degradation, expanded non-operational zones, and growing operational bottlenecks. This would significantly impact goods movement efficiency, reduce labor hours, and restrict the Port’s ability to accommodate larger or additional cargo volumes. The goals of DRIVE are: • Increase efficiency of RoRo operations, resulting in a capacity increase of 28,000 automobiles per year, a 35% increase (from 80,000). • Increase the efficiency of neighboring infrastructure by alleviating the bottleneck that limits the utilization of national freight rail and regional highway corridors. Increasing the automotive throughput to 108,000 units per year represents a 12.5% increase in railway capacity utilization, up to 86.4% of the existing capacity of 125,000 units per year. • Increasing the efficiency of vessels offloading at Berth 7 by providing additional space for vehicles along the Berth. This enables automobiles to be temporarily staged along the Berth before being moved into the storage yard after vessel unloading is finished. The temporary staging will lead to a vessel dwell time reduction of 10%. • Increase the reliability of goods movements by removing the tight vehicle movement restrictions needed to ensure that load ratings are not exceeded. The limited area and load rating available along the Berth cause a slowing of operations to maintain safety, leading to unexpected delays in loading and unloading. • Increase the Safety of Berth 7 by addressing critical deterioration along the apron that risks local or general collapse should load restrictions be surpassed. These improvements will improve the load rating from as low as 7.5 PSF to 200 PSF and above, removing the risk that loading is accidentally exceeded by equipment moving over vulnerable portions of the infrastructure. • Increase reliability of Berth 7 by stabilizing the seismic tie beam support, reducing the risk that natural hazards lead to partial or complete collapse of the infrastructure. • Create workforce opportunities by creating two four-month paid internship positions, expanding the workforce to support the added throughput, and creating near-term construction jobs. I.B Transportation Challenges The Port of Richmond is a critical multimodal freight hub on the eastern shore of the San Francisco Bay, serving as one of the region’s few RoRo terminals. However, aging infrastructure across the PPMT terminal has constrained the Port’s ability to meet growing freight demand and to adapt to FY 2025 PIDP Narrative Outline
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evolving safety, environmental, and operational standards. Without substantial capital reinvestment, the Port’s ability to fulfill its role in the Bay Area and national freight network is increasingly at risk. Throughout PPMT, key structural systems—many dating back to World War II—are deteriorating under the weight of deferred maintenance, increasing load demands, and exposure to natural and manmade hazards. The concrete wharf decks are cracked and uneven. The pile-supported structures, many of which no longer meet modern seismic standards, show signs of significant section loss and corrosion. Ultimately, this collection of infrastructure vulnerabilities limits the Port’s ability to continue serving its critical role in the supply chain while limiting its long-term competitiveness and resiliency. These port-wide challenges are most acutely concentrated at Berth 7, the primary RoRo berth and one of the Port’s most critical assets. Once a fully functional berth serving AWC’s vehicle import operations, Berth 7 is now operating at a significantly diminished capacity due to urgent structural failures. In 2024, a key longitudinal girder beneath the wharf was found to be fractured, resulting in the immediate closure of a large section of the Berth for safety reasons. Inspections revealed that multiple piles and pile caps supporting the wharf exhibit severe corrosion and, in some cases, complete section loss, particularly at splash zone elevations. The cracked beam and surrounding piles are presented in Figure 1. Conceptual replacements piles are overlayed on the image in red. Further inspections above deck found that the deck suffers from delamination, exposed and rusting rebar, and substantial surface degradation. Figure 1 Damaged Piles and Beam under Berth 7 including the proposed repair.
These structural deficiencies are not isolated or cosmetic. They translate directly into constrained cargo operations, safety hazards, and unreliable multimodal logistics. Cargo-handling equipment cannot operate over degraded sections, forcing inefficient workarounds that reduce throughput. These limits are depicted along Berth 7 in Figure 2. The red area depicts loading zones where the load rating is so low that no operational loads are allowed. The orange identifies areas rated at 50 PSF, while the yellow area depicts areas with load ratings of 230 PSF. The yellow color is used for this area as the load rating along the wharf’s edge needs to be as high as 390 PSF to support future loading. Finally, blue is used to identify the area that currently meets the design requirements of 200 PSF along the inner wharf and 390 PSF at the wharf’s edge. As is made evident by the image,
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a large portion of Berth 7’s wharf has load ratings at or below 50 PSF, with even the strong portions along the wharf's edge falling below their load rating needed for high and heavy equipment. The narrow lanes and areas with existing capacity are too small for efficient operations and require precise ship alignment. By increasing capacity across the wharf, DRIVE provides the opportunity to stage vehicles, increasing the speed at which vessels can be unloaded. In its current state, Berth 7 is not only a bottleneck to cargo movement but also a source of rising risk to workers, operators, and the marine environment. Figure 2 Berth 7 Wharf Loading Limits
The Port faces a critical window for intervention. If left unaddressed, the condition at Berth 7 will continue to deteriorate, jeopardizing operations across the entire structure. Fortunately, the proposed Project is designed to directly address these transportation challenges through a strategic set of structural upgrades, safety improvements, and future-ready enhancements. I.C Project History The Port of Richmond has long stood at the intersection of industrial innovation, national defense, and evolving transportation needs. Though modest in size, the Port has played an outsized role in the nation’s maritime history and continues to adapt in service of economic competitiveness and regional mobility. From its early foundations, Richmond’s waterfront emerged as a nexus of industrial opportunity due to its unique convergence of deepwater access, rail connectivity, and regional energy resources. The Port of Richmond’s transition into servicing goods movements occurred following World War II.
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During World War II, the Port and its shipyards became a centerpiece of the U.S. Emergency Shipbuilding Program, with more than 747 ships being produced in record time. After the war, Richmond repurposed its federal shipyard infrastructure to support commercial maritime activity. This redeveloped the national defense infrastructure into the first portions of the now PPMT in order to facilitate peacetime goods movement. After this period, the Port continued to grow its position in the goods movement space with PPMT developments aimed at servicing bulk and breakbulk cargo, using adapted wharves and legacy shipyard infrastructure. In turn, this cargo shifted into automotive vehicles, handling brands like KIA and Hyundai. However, infrastructure investments were limited and led to declining volumes. A turning point came with the Honda Port of Entry Project, which transformed the underutilized Shipyard 3 into a modern RoRo terminal. This project secured over $20 million in federal and state grants and was bolstered by $37.9 million in local bonds. Improvements included wharf rehabilitation, yard expansion, lighting and stormwater system upgrades, pavement upgrades, building rehabilitation, and an extension of the rail lead including a loading yard allowing direct ship-to-rail integration. AWC became the anchor tenant, establishing long-term operations and attracting high-volume cargo from major manufacturers like Honda and Subaru. This public-private partnership revitalized the Port, expanded job opportunities, demonstrated the City’s ability to deliver large-scale capital projects, and it serves as a foundation for the upgrades proposed as part of DRIVE. Today, Berth 7 represents the next essential phase of the Port’s modernization journey. As a key RoRo wharf currently operating at reduced capacity due to severe structural load limitations. Berth 7 deterioration threatens to undo hard-won gains in efficiency and throughput. To date, the Port has completed several critical early actions to prepare for the Project. In 2024, structural engineers identified a fractured longitudinal girder beneath Berth 7, triggering immediate closure of a portion of the wharf for safety reasons. This led to a comprehensive structural condition assessment, completed in July 2025, which confirmed widespread deterioration of piles, caps, and deck elements. The Port has since finalized concept-level engineering plans, completed preliminary design alternatives, and engaged with key tenants and stakeholders, including AWC, to define operational needs and sequencing. Among the concept-level engineering plans developed for the various berths at PPMT was the Berth 7 Rehabilitation Preliminary Plan. This plan outlined the area targeted for improvement through the DRIVE Project. The area targeted in the preliminary plan is depicted in Figure 3, while the remaining details are available for reference in Appendix B. The plan outlines a focused repair strategy to restore structural integrity, improve berth safety, and support continued RoRo operations. Key elements include the installation of 22 new piles, repair of 51 damaged concrete piles and 30 timber piles, replacement of failed tie beams, and the construction of multiple new sheet pile walls totaling more than 260 linear feet. These actions will address the most critical load-bearing and safety deficiencies, creating a stable 200 PSF-rated foundation for modern cargo handling. In fact, the Port anticipates that making the improvements will achieve a live load capacity of no less than 200 PSF to as high as 600 PSF. The final live load capacity will be determined once the engineering design is complete, but is referred to as 200 PSF throughout the narrative for simplicity. Nevertheless, 3,800 square feet of wharf at Berth 7 will be improved above 200 PSF, greatly improving throughput and operation for the Port of Richmond.
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The southern portion of the wharf will see more modest improvements, as the area is not needed for high and heavy goods movements. The improvement in that portion of the wharf will see existing capacities along the inner wharf of 50 PSF or less improved to at least 100 PSF. The outer wharf in that section will improve from 100 PSF to above 200 PSF. These more minor improvements will provide resiliency benefits and improve RoRo staging for smaller vehicles. Figure 3 Repair Area Targeted by DRIVE I.D Applicant Eligibility and Authority The Port of Richmond has the authority to construct, own, operate, and maintain the DRIVE Project, if granted. On April 18, 2023, the Richmond City Council adopted Resolution 35-231, authorizing the City Manager or their designee to submit grant applications for any and all Maritime Administration (MARAD) grants for which the City of Richmond is eligible, to execute all necessary and related agreements; and to accept and appropriate grant awards into the Port Enterprise Fund. Each tenant lease agreement allows the Port, as the landlord, to provide site improvements to the area. I.E Subrecipients There are no subrecipients associated with this project. I.F Dredging Information The Project does not include dredging. I.G Joint Application Information There are no joint applicants associated with this project. 1 City of Richmond. (2023). Resolution No. 35-23: Authorizing Submittal of Applications for All Department of Transportation (DOT) – Maritime Administration (MARAD) Grants. Adopted April 18, 2023. Retrieved from https://www.ci.richmond.ca.us/ArchiveCenter/ViewFile/Item/12938
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I.H Facility Security Plan This Project does not include the development of digital infrastructure or software components. Further, the Project is a Small Project located at a Small Port, removing the requirement to include Facility Security Planning as required scope. Despite this, the project will be governed by the existing Facility Security Plan, which is compliant with US Coast Guard requirements for cargo handling facilities, as evidenced by the AWC letter of commitment in Appendix A. As such, the Port will make every effort to consider and address the physical and cyber security risks that are relevant to the Port, vessels, trucks, and other vehicles impacted by the Project. II Project Location II.A Location Description The Port is strategically located on the eastern shore of the San Francisco Bay in Richmond, California, approximately eight miles northeast of San Francisco. As one of the major deep-water ports in Northern California, the Port occupies a prime location with direct access to major domestic and international shipping lanes. Positioned within Contra Costa County, the Port benefits from seamless multimodal connectivity. It is immediately adjacent to Interstate 580, a major freight corridor that links to Interstate 80 and the broader Northern California highway system, facilitating efficient truck access to the Central Valley, the state’s major agricultural and distribution hubs, and beyond. The Port is also served by two Class I freight railroads, BNSF Railway and Union Pacific Railroad, which provide on-dock and near-dock rail service. This is provided through a series of active spurs and intermodal connections created as part of the Honda Port of Entry Project. The Port’s access to intermodal transport enables flexible, cost-effective, and lower-emission transportation options for importers, exporters, and logistics providers. This connectivity is depicted in Figure 4. The City of Richmond’s waterfront spans more than 32 miles of shoreline, with the geographic Port encompassing a mix of public and private terminals. The Municipal facilities are limited to the PPMT, Terminals 2, 3, and 4, with PPMT Berth 7 being the proposed Project location, as outlined by a green Figure 4 Intermodal Connectivity
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highlight in Figure 5. The figure also identifies the existing rail yard that provides intermodal connectivity to the facility. Figure 5 Project Location within the Port of Richmond The surrounding land use reflects Richmond’s unique industrial legacy, with a blend of residential neighborhoods, active industrial zones, and emerging mixed-use districts. The Port and City have advanced policies that prioritize sustainable economic development, environmental restoration, and inclusive community engagement. These efforts align with statewide mandates for zero-emission freight infrastructure and are guiding the Port’s transition toward cleaner, more resilient maritime and goods movement operations. II.B Location Information The Port of Richmond, and thus the entirety of the Project, is located in Contra Costa County, California. As of the 2020 U.S. Census, Contra Costa County has a population of over 1.1 million, which designates the entirety of the project area as urban according to the PIDP’s definition. The project is located at a coastal seaport and is classified as a small port. Furthermore, the PIDP funding request is $11.25 million, classifying the Project as a “Small Project at a Small Port”. As outlined in the Port’s July 3, 2025, letter to MARAD, the geographic Port of Richmond includes nine privately owned terminals, but the municipally owned facilities are limited to the PPMT and Terminals 2, 3, and 4. These terminals are the only port facilities owned or operated by the City. The terminals primarily handle roll-on/roll-off cargo through Auto Warehousing Company and limited liquid bulk through AAK USA Richmond Corp, along with other temporary marine uses. The Port operates under an Enterprise Fund, reports to City management, and is governed by the
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City Council, which has no oversight over the privately owned terminals. PIDP funding would be used exclusively for projects on public port property.
Although U.S. Army Corps of Engineers data ranks the geographic Port of Richmond as the 28th largest U.S. port with 23.5 million tons annually, the municipal Port handled just 224,769 tons in 2024. This disparity highlights the City-operated Port’s smaller operational scale and funding needs, aligning more closely with the Small Port definition. Small Port classification would enable Richmond to pursue vital investments to modernize aging infrastructure, improve operational efficiency, and support long-term sustainability for its public terminals, consistent with the intent of PIDP’s Small Port provisions.
The submitted letter and MARAD’s PIDP team approval of our small port status is included as in Appendix C of this application. To clarify the PIDP team’s request, this application is specifically for the Berth 7 at the PPMT facility. In 2024, the tenant at PPMT, Auto Warehousing Company (AWC), handled 147,726 US Tons of cargo (i.e. imported automobiles).
III Grant Funds, Sources, and Use of Funds
III.A Project Budget and Sources of Funds
The Project budget reflects a comprehensive and phased approach to executing the Project. The total project scope is encompassed by one component: Berth 7 Wharf Remediation. This component includes interdependent activities and infrastructure that are collectively critical to the successful implementation and operation of the upgraded berth. The total Project cost is $1
4,030,561, 20% of which is committed as a non-federal match by the Port of Richmond. The Port requests that PIDP FY2025 fund the remaining 80% of the cost. No other Federal funds apply to the Project. The Project funding breakdown is summarized in Table 1.
Table 1 Project Funding
Sources of Funds Berth 7 Wharf Remediation Total
PIDP Funds $11,224,449 (80%) $11,224,449 (80%)
Other Federal Funds - -
Non-Federal Funds (Match) $2,806,112 (20%) $2,806,112 (20%) Total PIDP and Match $14,030,561 $14,030,561
The activities for the component will occur entirely within the Port’s boundary. The scope of work is directly related to the remediation of Berth 7, which confers numerous benefits (safety, reliability, and efficiency) associated with eligible criteria I, II, and III. Those are I) improving the loading and unloading of goods at the port, II) improving the movement of goods into, out of, around, or within a port, and III) improving operational improvements, including projects to improve port resilience.
The cost of the project is reflective of a preliminary design at 10% completion. The budget was informed by a cost analysis developed by Power Engineering Company and validated by the Port of Richmond’s contract engineer; this includes a contingency of 20%. Notably the 20% contingency is a committed reserve of funds should the Project encounter cost overruns, but it is FY 2025 PIDP Narrative Outline
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separate from the Port’s committed non-federal match. A detailed exploration of how the budget forecast was developed can be found in Section V .B. III.B Uses of Funds All of the project funds committed as match share will be used in developing DRIVE’s Berth 7 Warf Remediation component. The only contingency applicable to the allocation of these funds is the award of PIDP funds. III.C Pre-Obligation Costs The project does not include any pre-obligation costs for use as cost share. III.D Funding Commitments The Port Authority generates approximately $12,500,00 (3-year average) in operating revenues each year, and on average, the Port Authority’s annual Capital Improvement Program (CIP) budget is $9,124,894 for the 2025-2026 fiscal year. Please see attached the Port’s Statement of Net Position, showing a cash balance over $20 million and a net position of close to $40 million as of 2025. The Port Authority is fully committed to investing CIP funds in the project's cost share. This commitment is documented in a Port letter of commitment in Appendix D. Figure 6 Financial Statement for FY 2024-2025
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IV Merit Criteria IV.A Achieving Safety, Efficiency, or Reliability Improvements The Project will deliver essential safety, efficiency, and reliability improvements at the PPMT, where degraded infrastructure currently threatens personnel, equipment, and cargo operations. This project directly addresses structural vulnerabilities and operational bottlenecks that constrain RoRo activity and elevate risks across vessel, wharf, and terminal systems. Safety Benefits The Project directly addresses structural and operational safety hazards that currently pose risks to Port workers, vessel crews, and cargo-handling personnel. A fractured girder beneath the deck and deteriorated piles have created unsafe conditions, prompting partial berth closures and restriction of cargo operations. Rehabilitating these core structural elements will eliminate the risk of localized collapse, reduce exposure to life-threatening failure events during vessel mooring or vehicle handling, and restore safe working conditions across the wharf deck. Table 2 Safety Benefits Benefit Impact Description Safer Equipment Operations Enhanced load-bearing capacity supports cargo-handling equipment without the need to restrict operations due to instability and overloading risks. Ultimately, over 3,800 square feet of wharf will be improved from 50 PSF (or less) to above 200 PSF. Safer Surfaces Repaired surface conditions eliminate uneven pavement, reduce trip hazards, and improve visibility through upgraded line markings and lighting. This lowers risk of collisions, property damage, and injury. Efficiency Benefits By restoring full operational capacity to Berth 7, the Project will significantly improve the efficiency of RoRo cargo handling at the Port. At present, degraded wharf infrastructure and the closure of portions of the berth have created bottlenecks that delay vessel offloading, extend dwell time, and disrupt onward rail and truck movements. Table 3 Efficiency Benefits Benefit Impact Description Higher Throughput Increase RoRo throughput by reactivating currently unusable wharf areas, enabling more vehicles to be processed per vessel call. This results in a 35% increase in goods movement capacity.
Lower Dwell Time Ber
Enable temporary staging along Berth 7, which reduces unloading times. This reduces vessel dwell times by 10%, minimizes costly idle periods, and improves overall berth availability. The ability to park temporarily along Berth 7 will also benefit the unloading of vessels at the neighboring Berth 8 by extending the area available for parking near the vessel unloading ramps.
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Improved Vehicle Movements Streamline cargo staging and transfer through better deck surfaces, clear lane markings, and improved wharf-to-yard transitions. Capacity for Shore Power Equipment Enable the future shore power project by enabling the associating equipment to be stationed along Berth 7, such that it can service vessels during unloading. Reliability Benefits The Project strengthens the long-term operational reliability of one of the Port’s most critical marine assets. Current structural deficiencies increase the likelihood of unplanned outages, emergency shutdowns, and reactive maintenance—all of which threaten cargo movement schedules and the Port’s reputation with its terminal operator and international shipping partners. Table 4 Reliability Benefits Benefit Impact Description Operational Continuity Replacing failed and near-failure structural elements ensures 24/7 availability of the berth for RoRo operations. Less Unexpected Maintenance Reducing unplanned downtime through the modernization of aging infrastructure and the elimination of known high-risk failure points.
Structural Redundancy Improving redundancy across critical systems, including piles, mooring components, and deck surfaces, to minimize operational disruption in the event of localized wear or damage. Furthermore, enabling staging for vessels unloading at Berth 8 minimizes the risk of backlogs. Resilient Design Features Manmade and natural hazard resilience through design features. These will protect infrastructure performance under future sea level rise, tidal stress, and more extreme storm events. IV.B Supporting Economic Vitality at the Regional or National Level The Project will meaningfully enhance economic vitality in both Northern California and the broader national freight network by restoring a critical marine cargo asset to full operational capacity. Berth 7 serves as a key RoRo terminal for imported vehicles and related cargo that support California’s consumer market and national automotive distribution. Repairing and expanding the capabilities of the berth will eliminate infrastructure-related capacity constraints, reduce vessel and cargo delays, and support sustainable job growth in a historically under-resourced region. The Port of Richmond is one of only a few deepwater seaports in Northern California capable of handling RoRo cargo at scale. However, deterioration at Berth 7 has forced partial operational shutdowns and significantly reduced the Port’s ability to accommodate vessel calls and cargo throughput. The lack of infrastructure investment has also limited the Port’s potential to service high and heavy cargo movements. This bottleneck has immediate economic implications: delayed vessel discharge translates into increased costs, vessel wait times, labor inefficiencies, and strain on downstream supply chain partners, including rail, drayage, and inland distribution centers.
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The proposed project will fully restore Berth 7’s structural integrity and eliminate these bottlenecks. The result will be a projected 35% increase in cargo handling capacity, allowing the Port to process up to 108,000 vehicles per year. This expanded throughput will help meet rising demand for vehicle imports and relieve pressure on other West Coast ports, many of which are operating near capacity. By strengthening a smaller regional port with underutilized potential, the project also enhances overall system redundancy and resilience in the face of increasing cargo volumes and global supply chain disruptions. In addition to direct freight benefits, the project will generate sustained regional economic gains. Terminal operations at Berth 7 support hundreds of longshore and logistics jobs, most of which are unionized and accessible to Richmond residents. Increased vessel calls, vehicle volumes, and equipment diversity will translate into more labor hours, improved job security, and expanded hiring in a city where unemployment rates have historically exceeded the regional average. The project also supports regional economic goals, including those outlined in the Richmond Workforce Development Plan and the Bay Area’s Plan 2050, which call for sustainable industrial growth, low-emissions infrastructure, and equitable economic opportunity. Finally, the project supports national supply chain reliability. By modernizing a port that plays a niche but vital role in vehicle imports, the Berth 7 Remediation Project contributes to the stable functioning of a multimodal logistics system that spans the country’s western ports, rail networks, and end markets across the western United States. Furthermore, the Project will not only drive multi-year construction projects for regional technical and engineering organizations, but it will also drive additional work for the Port-based marine service providers, including tugboat operators, marine engineering and dredging companies, and ship agencies. BCA Summary As a small project at a small port, this application does not require a BCA. Additional Economic Benefits The new infrastructure and the Port's ability to serve a greater volume and diversity of cargo, leading to the creation of upwards of 40 new jobs for longshoremen, and 30 more for teamsters and other trades. The median wage, including benefits, for longshoremen is $115,000, and the median wage for teamsters is $85,000. The net increased economic impact of the Project on local salaries be approximately $7,575,000,000. IV.C Leveraging Federal Funding The Project demonstrates the Port’s commitment to partnership by offering a cost match of 20%. The non-federal share will be provided through a Port CIP budget allocation and fund both resource and contractor efforts in completing the Project. The Project leverages past federal investments, such as the Honda Port of Entry Project in 2008, which received over $20 million in federal and state grants. That project included critical upgrades such as reinforced pavement, lighting, and stormwater improvements, as well as ship-to-rail infrastructure that remains in use today. The DRIVE Project ensures that the full value of this preceding federal investment is preserved and its use is maximized.
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Looking forward, the Project will not only address the immediate structural and operational needs of Berth 7. Rather, it will catalyze a broader wave of infrastructure improvements across the PPMT and the Richmond waterfront. First, the completion of this Project will enable future installation of shore infrastructure power, the use of temporary mobile equipment, the operation of self-geared ships, and the staging of high and heavy cargo, all of which are currently infeasible due to insufficient structural capacity on the existing wharf. Rehabilitating the deck, beam, and piles will create the necessary load-bearing conditions to support the installation of substations, cable management systems, and connection points for shore power. In addition, the City and Port are pursuing plans to redevelop adjacent Port facilities to house workforce development and training programs targeted toward local residents. These programs are envisioned to support long-term careers in port operations, skilled trades, and equipment training. The safe and functional restoration of Berth 7 is foundational to ensuring the viability of these training spaces within an active and modernized terminal. Finally, this investment lays the groundwork for the future redevelopment of neighboring berths and terminal assets that remain underutilized due to shared structural limitations. With Berth 7 brought back to full working condition, the Port will be in a stronger position—both financially and logistically—to pursue additional infrastructure grants, private investment, and phased development aimed at increasing cargo throughput and accommodating a broader mix of cargo types. These investments, totaling over $162,500,000, are summarized in Table 5. Table 5 Catalyzed Infrastructure Investments Investment Name Cost Berth 7 Shore Power Installation $9,500,000 Berth 5 and 6 Wharf Repairs and Pavement Settlement $68,000,000 Berth 8 Wharf Repairs $75,000,000 PPMT Building Renovation for Workforce Development $10,000,000 In this way, the Project is not only a standalone capital improvement but also a critical first step in a broader transformation of the Port of Richmond. By leveraging federal funding now, the Port can unlock future infrastructure investments to continue supporting long-term economic, environmental, and community impact. IV.D Port Resilience As a coastal facility, the Port is vulnerable to hurricanes, storm surges, flooding, and other natural hazards. Additionally, growing cargo volumes and concentrated yard activity increase the potential impact of manmade disruptions such as fires, utility failures, or cyber incidents. These risks can jeopardize operations, damage infrastructure, and result in cascading disruptions to the regional supply chain. The Project will substantially improve the Port’s ability to withstand and recover from these man-made and natural hazards, strengthening the operational resilience of a critical marine cargo asset, Berth 7, within Northern California’s freight network.
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The impacts of man-made and natural hazard at Berth 7 are exacerbated by widespread structural deterioration, including a fractured load-bearing beam, corroded piles, and compromised decking. These conditions reduce the berth’s ability to perform under stress and increase the likelihood of cascading failures during emergency events. The Project will address these vulnerabilities through targeted structural rehabilitation, restoring the berth’s load-bearing integrity and ensuring its continued use in the face of adverse conditions. In terms of natural hazards, the Project directly mitigates risks associated with seismic activity, tidal surges, and long-term sea level rise. The San Francisco Bay Area is a high-risk seismic zone, and Berth 7 was not originally designed to meet modern seismic standards. By replacing compromised piles and deck elements, the Project introduces updated seismic performance characteristics, significantly reducing the likelihood of structural collapse or extended downtime following an earthquake. These upgrades align with regional adaptation strategies outlined in the Bay Area’s Regional Shoreline Adaptation Plan and the City of Richmond’s Climate Action Plan, both of which identify waterfront industrial facilities as priority assets for natural disaster resilience. In addressing man-made hazards, the Project reduces the risks of human-caused disruptions, equipment failure, and infrastructure fatigue. Current conditions limit the berth’s ability to safely accommodate modern RoRo operations, increasing the risk of accidents, mechanical damage, and unsafe working conditions. By modernizing structural systems and improving the working surface for cargo-handling equipment and personnel, the Project reduces the likelihood of operational failure due to equipment overload, pavement collapse, or degraded mooring infrastructure. Additionally, the Project enhances operational resilience by restoring a key berth to full capacity, enabling better response flexibility when disruptions occur elsewhere in the Bay Area freight system. This added redundancy is critical for managing emergency diversions, cargo surges, or labor constraints. By addressing the vulnerabilities associated with both natural and man-made hazards, the Project will extend the useful life of Berth 7, protect port workers and marine assets, and secure the continuity of a vital regional logistics node in the face of increasing environmental and operational uncertainty. V Additional Considerations V.A Workforce Development The Port is actively engaged in workforce development through ongoing programming and community partnerships that expand access to maritime and logistics career pathways. As a municipally operated port, the City of Richmond plays a direct role in advancing local hiring, job access, and hands-on training opportunities, particularly for local residents. The Port regularly participates in local and regional job fairs, career days, and recruitment events to raise awareness about employment opportunities in port operations, transportation, construction, and related industries. In addition, the Port collaborates with workforce development organizations, including Working Waterfront Coalition San Francisco (Waterfrontjobs.com), to support job placement and pre-apprenticeship programming. These efforts reflect a broader FY 2025 PIDP Narrative Outline
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citywide strategy to ensure that public infrastructure investments contribute to inclusive economic opportunity and long-term career access for Richmond residents. This collaboration is reflected in the letter of support for the DRIVE Project attached in Appendix A. The Project will build on this foundation with specific, project-aligned workforce commitments. AWC, the Port’s terminal operator and tenant at Berth 7, has committed to establishing two four-month internship positions tied directly to RoRo operations during the DRIVE Project. The internship positions will be held with AWC Management, and interns will gain skills by supporting and shadowing members of the management team. These internships will provide real-world exposure to port logistics and auto processing operations, with a focus on preparing participants for entry-level roles and long-term advancement within the vehicle import supply chain. AWC will preferentially recruit from local high schools, community colleges, and workforce training partners to ensure local access to port and maritime career opportunities. This commitment is reflected in AWC’s letter of commitment for the DRIVE Project, attached in Appendix A. As mentioned in IV .C Leveraging Federal Funding, the Project will also catalyze the development of a permanent workforce development center on Port property. This planned facility will support skills training in areas such as RoRo operations, equipment maintenance, shore power infrastructure, and modern technologies. Once Berth 7 is structurally restored, it will create safe, stable conditions for these activities to occur on-site and in coordination with live port operations. The workforce center will serve as a physical and programmatic hub for training the next generation of maritime and logistics professionals, contributing to both regional workforce resilience and the Port’s long-term operational goals. The current facility and its location within the Port is shown in Figure 7 and Figure 8. Figure 7 Future Workforce Development Hub
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Figure 8 Workforce Development Hub Location
The historic cafeteria building is centrally located in the port operating area and is the designated target location for establishing a maritime workforce development hub. Although this building has been inactive for several years, it has recently undergone a hazardous materials testing inspection. The Port is imminently contracting a company to complete the demolition of non-structural and non-historically designated components within the building (e.g., partition walls, drop ceilings, carpets, etc.). Following this demolition, the Port has engaged WJE (www.wje.com) to conduct an architectural assessment of the building. Following this architectural assessment, the Port will open the facility through an open bidding process seeking proposals on the development of a workforce development hub. The building is approximately 12,000 square feet with an adjacent one-acre paved lot. Through its combination of existing partnerships, project-specific internship programming, and future infrastructure planning, the Port is using DRIVE as a platform for sustained, community-driven workforce development. V.B Project Readiness – Technical Capacity Past Performance The Port of Richmond has a strong track record of successfully implementing complex maritime infrastructure projects in compliance with state and federal requirements. As a public agency operating within a regulatory environment that includes CEQA, U.S. Army Corps of Engineers permitting, and the Bay Conservation and Development Commission (BCDC), the Port has demonstrated the capacity to deliver capital improvements on time, within budget, and in full adherence to environmental and contracting obligations. The most notable example of the Port’s past performance is the successful completion of the Honda Port of Entry Project, which redeveloped the PPMT to support high-volume RoRo operations. That effort involved over $20 million in federal and state grant funding and leveraged $37.9 million in local bond financing. The Port managed all aspects of project development—including design, permitting, construction procurement, and contractor oversight—and coordinated closely with Cafeteria Building located at 1333 Canal Blvd, Point Potrero Marine Terminal, Richmond CA FY 2025 PIDP Narrative Outline
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AWC, BNSF Railway, and multiple regulatory agencies. The project included structural upgrades, environmental mitigation measures, electrical and lighting improvements, stormwater infrastructure, and wharf rehabilitation. All work was completed in accordance with the applicable federal procurement and environmental standards, and the terminal now operates as a successful RoRo facility processing tens of thousands of vehicles annually. Since the 2008 Honda Port of Entry project, the Port has delivered $20.0 million worth of projects across its property. These include a $5 million 12-mile fiber optic network in partnership with FEMA and the U.S. Department of Homeland Security, which was designed to enhance port-wide connectivity and support operational security. It also includes a $4 million high-mast lighting project funded through the California Port and Maritime Security Grant Program, improving night-time visibility and safety across the terminal. Environmental and community priorities were addressed through a $2 million extension of the San Francisco Bay Trail, supported by the State of California’s Environmental Enhancement and Mitigation Program, improving public access and shoreline resiliency. In 2015, the Port oversaw the $5 million renovation of the historic Riggers Loft into the Port Administration Building, funded in part by the State’s Emergency Management Agency. This project combined historic preservation with functional modernization. These projects highlight the Port’s ability to manage diverse scopes, from cybersecurity and energy infrastructure to environmental access and historic rehabilitation. They reflect a consistent pattern of successful grant acquisition, interagency coordination, and disciplined project delivery. In addition to its capital delivery capacity, the Port is well-versed in federal grant administration and compliance. The City of Richmond, which owns and operates the Port, has longstanding experience managing state and federal funds, maintaining transparent fiscal reporting systems, and ensuring compliance with Davis-Bacon labor requirements, Buy America provisions, NEPA coordination when applicable. The Port staff managing the Project will have access to City resources in ensuring that all requirements and provisions are satisfied. The Port will engage CSWST2 (www.cswst2.com) to support construction engineering of the project. The firm and its key staff supported the Port in the 2010 Honda Port of Entry project and various capital improvement projects over the last 15 years. This has included all the federally funded grants received. Their expertise in supporting the Port of Richmond’s infrastructure development and maritime safety protocols will be critical to maintaining quality control and minimizing construction risk. By partnering with a firm known for its technical rigor, responsiveness, and successful delivery of similar projects, the Port adds a layer of professional oversight that will help ensure the DRIVE Project is completed on time, within budget, and in full compliance with federal and state requirements. To ensure full compliance with all federal grant requirements, the Port of Richmond will engage Momentum (buildmomentum.io) to provide professional grant management services for the DRIVE Project. Momentum specializes in supporting public agencies through the entire federal grant lifecycle—from pre-award compliance to post-award reporting, documentation, and closeout. The firm has successfully managed millions of dollars in federal infrastructure funding across multiple programs, including
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PIDP, RAISE, INFRA, and EPA Clean Ports, and is well-versed in meeting requirements related to Buy America, Davis-Bacon prevailing wage, NEPA/NHPA compliance, and quarterly federal reporting. By leveraging Momentum’s expertise, the Port ensures that all grant-related activities are handled in accordance with MARAD and USDOT guidance. This partnership will reduce administrative burden, minimize risk of noncompliance, and support efficient, transparent delivery of federal funds. Table 6 Momentum PIDP Grant Management Experience PIDP Recipient Total Project Cost FY2022 Port of Stockton $12,035,596 FY2022 Port of Long Beach $37,676,350 Project Schedule The Port has already completed a detailed structural condition assessment and coordinated early-stage engineering evaluations. These steps demonstrate both technical foresight and a proactive approach to project delivery. The Port is prepared to advance final design, environmental permitting, and construction in accordance with all applicable federal and state requirements. The Gantt chart presented in Figure 9 illustrates the proposed schedule for DRIVE, providing a comprehensive view of key activities, phases, and interdependencies from project initiation through completion. The key assumption is that contracting will be completed by April 2026. Up until the contract is finalized, the Port will be completing all remaining pre-work such that the DRIVE Project can begin without delay. However, the timeline is designed with flexibility and can be extended as needed should the contracting process take longer. The pre-work for the Project, outside the scope of DRIVE, has already begun with a Planning Phase, which was completed in August 2025. This phase included site inspection, assessments, and preliminary design. The next phase of pre-work to be completed before DRIVE is initiated is the Engineering, Environmental, and Permitting Phase, beginning in October 2025 and continuing through August 2026. Activities in this phase include preparation of the project description, CEQA documentation (Initial Study/Mitigated Negative Declaration), development of 100% construction documents, and obtaining local, state, and federal permits. Upon the grant award, the Port will coordinate with the federal lead agency to develop a review in accordance with NEPA using the data development under CEQA to support the finding. The Port expects to complete an Environmental Assessment followed by a Finding of No Significant Impact (FONSI). Despite the expedited timeline needed to secure those determinations, the schedule has been allocated 140 days for CEQA. This reflects the Port’s approach to project readiness and feasibility, ensuring that the Project can begin without delay. The DRIVE Project begins with the Bidding and Construction Phase, which spans from May 2026 through March 2028. Following the award of PIDP funds, the Project will begin the NEPA process. The schedule allocates 60 days to complete the process, which is made possible by leveraging the work completed through the CEQA process. The following bidding activities begin in October 2026 and include advertising, the bid period, award selection, and ultimate approval by the City Council. The final phase of DRIVE, construction, begins in mid-January 2027. The construction FY 2025 PIDP Narrative Outline
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work includes contractor mobilization, pile repairs, beam repairs, installation of sheet piles, deck repairs, and bollard and fender upgrades, all scheduled to conclude by December 2027. This schedule reflects a comprehensive and coordinated timeline for delivering the structural rehabilitation necessary to restore Berth 7 to full operational capacity. Figure 9 Project Schedule Project Milestones The following table provides a summary of key milestones for the project. It outlines the major milestones of development from planning and design through construction and anticipated completion. Table 7 Project Milestones Scope Milestones Completion Date Pre-Work (Not PIDP Funded) City of Richmond Bidding and Approval Completed ROW acquisition Not Applicable 100% Engineering Design/Documents 4/22/26 CEQA Approval 4/29/26 All Permits Approved (other than NEPA and NHPA) 9/2/26 DRIVE (PIDP Funded) Anticipated Award Date 5/11/2026 NEPA and NHPA Approval 10/2/26 Procurement - City Council Award Approval 12/24/26 Construction Completion 12/16/27
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Budget Methodology The cost data presented in the project budget was compiled from June through August 2025, drawing on a combination of reliable sources to ensure accuracy and relevance. The primary source was the Moffatt & Nichol Port of Richmond PPMT Condition Assessment Report, the relevant cost excerpt is provided in Appendix E, which was used to validate the Port’s unit cost estimations and provide a solid basis for estimating construction and related expenditures. The estimates reflect a design completion level of approximately 10%, which includes an engineering analysis, details of repairs, and estimated cost from a Bay Area Engineering contractor. This level of design maturity provides a reasonable degree of confidence in the projected costs and ensures that the estimates are aligned with DRIVE's current scope and technical requirements. Adjustments were made in developing the budget to account for current market conditions, recent trends in material and labor costs, and project-specific considerations such as site constraints and schedule phasing. Further, 9.2% escalation was applied to account for cost increases between 2025 and 2027, when construction costs will be borne. As a result, the cost information is both recent and tailored to the DRIVE’s specific needs and circumstances. This careful approach to cost estimation demonstrates a high level of technical preparedness, supporting the project's overall feasibility and readiness for execution. A summary of each cost item which makes up the Berth 7 Wharf Remediation component, and thus the entire DRIVE Project, is outlined in Table 8. Table 8 DRIVE Project Costs ITEM QUANITY UNIT UNIT COST TOTAL COST PORT PDIP Hard Costs Mobilization 1 LS $1,076,655 $1,076,655 $215,331 $861,324 Water Pollution Control 1 LS $65,000 $65,000 $13,000 $52,000 1. Beam Repair Access Openings in Deck 6 EA $2,100 $12,600 $2,520 $10,080 Steel Pipe Piles 6 EA $46,000 $276,000 $55,200 $220,800 Steel Beam and Jacking 6 EA $55,000 $330,000 $66,000 $264,000 Fiberglass Jacking 6 EA $25,000 $150,000 $30,000 $120,000 Repair Slab 6 EA $2,500 $15,000 $3,000 $12,000 2. Sheet Pile Wall Install Sheet Pile Wall 5200 SF $74 $384,800 $76,960 $307,840 Concrete Beams 16 CY $6,350 $101,600 $20,320 $81,280 Place CDF 203 CY $720 $146,160 $29,232 $116,928 Pavement Repair 108 TON $580 $62,640 $12,528 $50,112 3. Tie-Beam Access Openings in Deck 8 EA $2,100 $16,800 $3,360 $13,440 Steel Pipe Piles 8 EA $45,100 $360,800 $72,160 $288,640 FY 2025 PIDP Narrative Outline
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ITEM QUANITY UNIT UNIT COST TOTAL COST PORT PDIP Steel Beam and Jacking 8 EA $54,000 $432,000 $86,400 $345,600 Infill Holes 8 EA $2,500 $20,000 $4,000 $16,000 Restore concrete Beam 600 SF $1,500 $900,000 $180,000 $720,000 4. Dock Capacity Concrete Pile Repair 47 EA $24,500 $1,151,500 $230,300 $921,200 Waterside Concrete Crane Beam Outer Face 600 SF $1,500 $900,000 $180,000 $720,000 Waterside Concrete Crane Beam Inner Face 600 SF $1,500 $900,000 $180,000 $720,000 Landside Concrete Crane Beam Outer Face 600 SF $1,500 $900,000 $180,000 $720,000 Landside Concrete Crane Beam Inner Face 600 SF $1,500 $900,000 $180,000 $720,000 Underdeck Soffit - Outer Wharf 510 SF $1,400 $714,000 $142,800 $571,200 Deck Top - Outer wharf 310 SF $515 $159,650 $31,930 $127,720 Concrete Piles 20 EA $25,000 $500,000 $100,000 $400,000 Timber Pile Repair 28 EA $25,000 $700,000 $140,000 $560,000 Underdeck Soffit - Inner Wharf 450 SF $1,400 $630,000 $126,000 $504,000 Deck top - Inner Wharf 200 SF $515 $103,000 $20,600 $82,400 Construction Engineering Grant Management Services 1 LS $140,000 $140,000 $28,000 $112,000 Construction Management and Inspection 1 LS $ 800,000 $800,000 $160,000 $640,000 Subtotal: 2025 Development Cost $12,848,205 $2,569,641 $10,278,564 2025-2027 Cost Escalation 9.2% 9.2% 9.2% Total: 2027 Development Cost $14,030,561 $2,806,112 $11,224,449 Beyond the project costs listed above, the Port has committed a contingency reserve of $2,806,112, representing 20% of the total project cost, to manage potential cost overruns associated with the DRIVE Project proactively. This contingency is a dedicated financial safeguard intended to cover unforeseen conditions, such as material price escalation, unanticipated structural repairs, or construction delays. Importantly, this 20% contingency is in addition to the Port’s committed non- FY 2025 PIDP Narrative Outline
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federal match and does not reduce or overlap with the local funding contribution required under the PIDP. By setting aside these funds specifically for risk management, the Port demonstrates strong financial stewardship and a proactive approach to ensuring the Project remains on time, within budget, and fully deliverable under a range of market or operational conditions. Coordination with State, Regional, and Local Planning The DRIVE Project is closely aligned with and contributes to ongoing planning efforts at the local, regional, and state levels. As a structural rehabilitation project designed to restore critical maritime infrastructure at the Port, DRIVE directly supports long-standing public-sector goals around goods movement efficiency, economic development, and natural hazard resilience. At the local level, the Project is part of the Port’s broader strategy to modernize aging infrastructure at the PPMT, an effort reflected in multiple planning documents and capital improvement initiatives advanced by the City of Richmond. The City’s Climate Action Plan and General Plan 2030 identify the waterfront as a priority area for infrastructure investment and industrial revitalization, all of which are furthered by the restoration of Berth 7. Additionally, the Port is actively participating in the Richmond Rising initiative, which seeks to combine clean transportation investment with local workforce development. Regionally, the DRIVE Project aligns with the Plan Bay Area 2050 strategy led by the Metropolitan Transportation Commission (MTC) and the Association of Bay Area Governments (ABAG), which prioritizes infrastructure that strengthens the resilience of key freight corridors and expands multimodal access at seaports. By improving the structural integrity and operational capacity of Berth 7, the project supports regional freight mobility goals and provides critical system redundancy in a congested and earthquake-prone transportation network. At the state level, the Project supports implementation of the California Freight Mobility Plan, Port Action Plan, and the California Sustainable Freight Action Plan, all of which emphasize the need to rehabilitate aging port infrastructure while preparing facilities for clean technology and improved resiliency. The project also lays the groundwork for future installation of shore power and emissions-reducing technologies consistent with California Air Resources Board (CARB) regulations for vessel operations. Through its integration with these planning frameworks, the DRIVE Project reflects a coordinated, forward-looking investment in freight infrastructure that not only restores a key berth to service but also does so in a way that is environmentally responsible, regionally connected, and responsive to local priorities. Compliance with Federal Requirements The Port is fully committed to complying with all applicable federal requirements associated with the PIDP and any other U.S. DOT or MARAD funding sources. As a public agency with extensive experience administering federally funded infrastructure projects, the Port has established systems in place to ensure compliance with federal labor laws, procurement rules, and reporting protocols. The Port will comply with Buy America provisions and require all contractors and subcontractors to certify that iron, steel, and other construction materials are produced in the United States, in FY 2025 PIDP Narrative Outline
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accordance with the Build America, Buy America Act. As noted, the primary materials for the DRIVE Project—including steel piles, concrete decking, and asphalt—are readily available from domestic sources. In addition, the Port will adhere to Davis-Bacon Act prevailing wage requirements and federal guidelines for competitive procurement, financial management, and grant reporting. As demonstrated by the Port’s successful management of previous federal grants, including the Honda Port of Entry project, the Port has the technical, administrative, and financial capacity to ensure full compliance with all federal regulations throughout the life of the DRIVE Project. Risk Mitigation Strategy The Port has developed a comprehensive risk mitigation strategy to ensure the successful, on-time, and on-budget delivery of the DRIVE Project. While the overall risk profile is considered low—due to the use of proven construction methods, secured local match funding, and a clearly defined scope of work—the Port recognizes that infrastructure projects of this scale and complexity can encounter unforeseen challenges. To address this, the Port has developed Mitigation Strategies for each prominent risk, all of which are summarized in Table 9. Table 9 Technical Mitigation Strategies Risk Technical Mitigation Strategies Technical Feasibility
The technical risk associated with the DRIVE Project is considered low. The project scope consists of well-established marine construction activities, including pile driving, structural repairs, and deck replacement, that rely on standard engineering practices and experienced contractors. Potential risks primarily relate to work sequencing within an active marine terminal and the timely acquisition of regulatory permits. These are familiar challenges that the Port has successfully navigated on previous infrastructure projects. Construction activities will be carefully sequenced to minimize operational disruption, with clear coordination protocols in place between the Port, contractors, and terminal operators. These mitigation strategies will help ensure that the project remains on time and within budget while maintaining the safety and functionality of ongoing terminal operations.
Funding & Costs
The Port assesses financial capacity and funding risk for the DRIVE Project as low to moderate. The required local match has already been secured through the Port’s Capital Improvement Program budget, ensuring full financial commitment and eliminating the risk of local funding shortfalls. As the sole local funding partner, the Port simplifies project delivery by avoiding the complexities of multi-agency cost sharing, while leveraging its strong fiscal management and extensive experience administering federal grants in full compliance with financial reporting, audit, and procurement requirements. While standard construction cost risks (such as fluctuations in the prices of steel, concrete, or marine labor) do exist, the Port has built robust mitigation strategies into the project plan. These include the use of competitive FY 2025 PIDP Narrative Outline
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procurement processes, independent cost estimation, and the incorporation of contingency allowances in the construction budget. These measures provide flexibility to absorb moderate market volatility without compromising project delivery timelines or scope. The Port’s conservative fiscal approach and established capital project management practices further support its ability to manage financial risks effectively.
Age of Infrastructure
The infrastructure at Berth 7 is more than 80 years old, with many structural components dating back to the World War II era. While a comprehensive condition assessment has identified the most critical deficiencies, such as a fractured girder, deteriorated piles, and failing deck sections, the overall age of the structure introduces a degree of uncertainty. There is a low risk that unforeseen conditions may be uncovered during demolition or construction, including hidden corrosion, undocumented repairs, or subsurface instability. These risks are inherent in legacy maritime structures and underscore the urgency of the proposed rehabilitation. To address this, the Port has incorporated allowances for latent conditions into its construction budget and plans to maintain flexibility in construction sequencing to adapt to any newly discovered issues. This proactive approach will reduce the likelihood that unknown failures will delay or disrupt project delivery.
Operational Continuity
The risk of disruption to ongoing operations during construction at Berth 7 is considered low. All current RoRo unloading activities at the Port of Richmond are taking place at Berth 8, which will remain fully operational throughout the duration of the DRIVE Project. This allows the Port and its terminal operator to maintain uninterrupted cargo handling without needing to reroute or reschedule vessel calls. Additionally, the Port will coordinate closely with its construction management team and terminal operator to ensure safe separation between active construction zones and operational areas.
Capacity for Project Delivery
While the administrative risk profile is low due to the use of proven marine construction methods and a clearly defined scope, the Port recognizes that infrastructure projects of this scale may encounter challenges. To mitigate construction and scheduling risks, the Port will engage CSW|ST2 to provide construction management and inspection services. CSW|ST2 brings a strong track record of managing complex waterfront infrastructure projects and will ensure quality control, sequencing, and contractor coordination throughout the project. To further reduce financial and compliance risk, the Port will retain Momentum as its federal grant management consultant. Momentum has extensive experience administering U.S. Department of Transportation and Maritime Administration grants and will support the Port in meeting all federal requirements. These partnerships, combined with the Port’s internal project oversight, provide strong assurance that the DRIVE Project will be delivered effectively, compliantly, and with minimal risk exposure. Buy America Compliance The Port assesses Buy America compliance risk for the DRIVE Project as low. The Port has a proven track record of meeting federal Buy America FY 2025 PIDP Narrative Outline
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requirements on previous waterfront infrastructure projects involving MARAD and other federal partners. The core materials required for this project are all readily available from domestic suppliers, and the Port will include Buy America certification as a mandatory condition of contract award for all contractors and subcontractors. V.C Project Readiness – NEP A Process and Permitting Risk NEPA Status The project has not been reviewed in accordance with NEPA as a lead agency will need to evaluate the project. However, in 2013, the Port completed a broadband security project that received a Categorical Exclusion. The Port plans to complete a CEQA document consistent with California law, which can be used as the basis for NEPA once a lead agency is established. The proposed project has not yet undergone review under the NEPA. However, the Port of Richmond has prior experience with NEPA compliance, including the successful completion of a Broadband Security Project in 2013, which received a Categorical Exclusion from the applicable federal agency. For the DRIVE Project, the Port plans to complete an environmental review consistent with CEQA. This will begin with an Initial Study/Mitigated Negative Declaration that is structured to support subsequent NEPA review once a federal lead agency is designated. The Port will coordinate closely with the selected agency to ensure alignment between CEQA and NEPA documentation, facilitating an efficient and compliant environmental approval process. NHPA Status The project site is recognized as a historic resource due to its age and its significance to World War II-era shipbuilding and maritime activity. The Port of Richmond has previously undertaken successful preservation and adaptive reuse efforts at this location, including the rehabilitation of the PPMT in 2010 and the Riggers Loft historic adaptation project in 2015. Based on this track record and the scope of work proposed, the Port anticipates that Section 106 consultation and coordination will proceed without complications, as DRIVE involves structural rehabilitation that is consistent with preserving and protecting the historic character of the site. The entire Project site was initially created through artificial fill placed during the late 1930s and early 1940s, in conjunction with wartime shipyard development. As a result, the original shoreline was significantly altered prior to the site’s industrial use. The Port has verified the location of known Native American cultural resources at the facility, and these are not located within or adjacent to the Berth 7 project area. Based on this information, no impacts to tribal or cultural resources are anticipated. Environmental Permits and Reviews Table 10 below outlines the key environmental permits and reviews that have been identified for DRIVE. All listed items are currently pending and will be submitted during the Engineering and Environmental Phase of the project schedule.
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Table 10 Additional Required Permits
Permits Target Submission Date Expected Approval Date U.S. Army Corps of Engineers Permits 4/30/26 9/2/26 Consultations under Section 7 of the Endangered Species Act 4/23/26 8/26/26 State of California Department of Fish and Wildlife 4/23/26 6/24/26 State of California Department of Water Resources 4/23/26 7/15/26 State of California Bay Conservation and Development Commission 4/23/26 8/26/26 VI Statutory Determinations Statutory Determination Guidance 1. The project improves the safety, efficiency, or reliability of the movement of goods through a port or intermodal connection to the port.
The DRIVE Project will deliver essential improvements that significantly enhance the safety, efficiency, and reliability of goods movement at the Port of Richmond’s Berth 7. The project addresses critical structural deficiencies that currently restrict RoRo operations and create safety hazards for workers and equipment. By restoring the berth’s load-bearing capacity from as low as 50 PSF to up to 390 PSF, the Project eliminates operational bottlenecks, increases throughput by 35%, and reduces vessel dwell time by 10%. See Section IV .A for more details. 2. The project is cost effective. This determination does not apply to the DRIVE Project, as it qualifies as a small project at a small port under PIDP eligibility rules, see section I.B for details. While a formal Benefit-Cost Analysis is not required, the Port has structured the Project to maximize return on investment by targeting high-impact structural repairs that restore berth functionality, eliminate operational bottlenecks, and preserve the value of prior federal investments. 3. The eligible applicant has the authority to carry out the project. As stated in Section I.D, The Port of Richmond has the authority to construct, own, operate, and maintain the DRIVE Project, if granted. On April 18, 2023, the Richmond City Council adopted Resolution 35-23, authorizing the City Manager or their designee to submit grant applications for any and all Maritime Administration (MARAD) grants for which the City of Richmond is eligible, to execute all necessary and related agreements; and to accept and appropriate grant awards into the Port Enterprise Fund. Each tenant lease agreement allows the Port, as the landlord, to provide site improvements to the area. 4. The eligible applicant has sufficient funding available to meet the matching requirements.
The Port of Richmond has committed a 20% non-federal match for the DRIVE Project, fully satisfying the PIDP matching requirement for small port projects. This contribution will be funded through the Port’s Capital Improvement Program (CIP) Fund, which is dedicated to supporting infrastructure rehabilitation FY 2025 PIDP Narrative Outline
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and modernization efforts at the Port. The funds have been allocated to the non-federal match share of the DRIVE Project and are not dependent on third-party contributions, ensuring the match is secure and available at the time of award. See section III.D for more details. 5. The project will be completed without unreasonable delay. The Port of Richmond is actively advancing pre-construction activities to ensure that the DRIVE Project can move swiftly into execution once federal funding is awarded and contracting is completed. The Port has already completed a detailed structural condition assessment of Berth 7 and developed a preliminary repair plan, which identifies priority structural improvements and informs the basis for final design. In parallel, the Port is preparing CEQA documentation, which is anticipated to be completed in alignment with the engineering and permitting schedule. By initiating these critical path items ahead of funding obligation, the Port has positioned the project for immediate advancement following contract execution. All work is scheduled to be completed by December 2027. This timeline includes sufficient flexibility to accommodate potential delays in permitting or procurement, and the Port has built in contingency buffers to avoid impacts to construction sequencing. 6. The project cannot be easily and efficiently completed without Federal funding or financial assistance available to the project sponsor.
Without federal assistance, the Port of Richmond would be forced to divide the DRIVE Project into smaller, piecemeal components implemented over a much longer timeline as local resources become available. This segmented approach would delay urgently needed structural repairs to Berth 7, prolong operational bottlenecks, and defer the safety, efficiency, and throughput benefits. Additionally, phasing the project would result in higher overall costs, due to repeated mobilization of marine contractors, extended project management timelines, and the inability to leverage economies of scale for materials and labor procurement. These inefficiencies would reduce the cost-effectiveness of the investment and place additional strain on the Port’s limited capital program.