Volume 2 Issue 2
www.pacificports.org
April 2021
Environment
Marine pilotage
Port of Stockton moves toward zero-emissions goal
Guardians of the coast
Harbor Management Bringing recreational harbor management into the 21st century
Best Practices
Shared prosperity through social equity
ASSOCIATION OF
PACIFIC PORTS
PACIFIC P RTS
April 2021
CONTENTS
Volume 2 Issue 2
34 GRANT STRATEGIES
How to prepare a winning grant application By Jeannie Beckett
4
APP EXECUTIVE COMMITTEE
5
EXECUTIVE DIRECTOR’S NOTE By Jane McIvor
6
PORT NEWS News briefs from APP Members
10 CRUISE INDUSTRY
Cruise industry rebound will come ... it’s just a question of when
13 GOVERNANCE
The role of the port authority in maritime logistics: From where to where? By Dr. Trevor D. Heaver
22 TECHNOLOGY
16
Port Management Information Systems A “smart” solution for ports of all sizes
25 ENVIRONMENT
Port of Stockton moves toward zero-emissions goal
28 MARINE PILOTAGE Guardians of the coast
32 NEW TECHNOLOGY
Continuous Marine Safety A real-time approach to risk management in the port By Dr. Scott Beatty
37 PRESERVED WOOD
The remarkable history and uncertain future of preserved wood in ports By Ryan Pessah
NEW MEMBER PROFILES:
39 Port of Brookings Harbor 41
GCT Global Container Terminals Inc.
45 Pavement Technical
Solutions, Inc.
47 Salus Resources Inc. 48 MarineLabs Data
Systems Inc.
50 APP MEMBERS
16 BEST PRACTICES
The Port of Portland Shared prosperity through social equity
20 HARBOR MANAGEMENT
Bringing recreational harbor management into the 21st century
On the cover: Port of Stockton (photo by Goss Photography); Above (top): Port of Portland, Oregon (photo courtesy of the Port of Portland); Above (bottom): GCT Deltaport, Vancouver (photo courtesy of GCT Global Container Terminals).
41
April 2021 — PACIFIC PORTS — 3
Association of Pacific Ports 2020/21 Executive Committee
PACIFIC P RTS April 2021 Volume 2/Issue 2
Publisher Association of Pacific Ports
Executive Director & Editor Jane McIvor
Ian Marr, President Nanaimo Port Authority, British Columbia, Canada
OFFICERS Kimberlyn King-Hinds, First Vice President/Treasurer, Commonwealth Ports Authority, CNMI Frank Colonna, Second Vice President, Port of Long Beach, California USA Shao-Liang Chen, Third Vice President TIPC, Ltd., Taiwan Elizabeth Blanchard, Past President, Port of Stockton, California USA
REGIONAL REPRESENTATIVES Joe Stuyvesant, Port of San Diego, California USA Dick Dodge, Port of Redwood City, California USA Ying-Feng Chung, Taiwan International Ports Corporation, Ltd., Taiwan Isa Koki, Port Authority of Guam Robert Larson, Port of Benton, Washington USA Kim B. Puzey, Port of Umatilla, OR USA
AT-LARGE REPRESENTATIVE James Bing, Republic of Marshall Islands Ports Authority Patsy Martin, Port of Skagit, Washington USA Chris King, American Samoa Department of Port Administration
STAFF Jane McIvor (jane@pacificports.org) Philippe Critot (philippe@pacificports.org)
The APP has been committed to building partnerships, facilitating dialogue, and encouraging best practices for port governance and management throughout the Pacific since it was established in 1913 as the Pacific Coast Association of Port Authorities. Throughout our 100+-year history, our objectives have remained consistent. With a focus on collaboration, the APP strives to encourage and facilitate best practices and professional development through conferences, workshops annd strong communications. 4 — PACIFIC PORTS — April 2021
Contributors Dr. Scott Beatty Jeannie Beckett Joe Carrillo Gary Dehlinger Marko Dekovic Rob Dodson Kris English Pete Grossgart Dr. Trevor D. Heaver Zach Hughes Jane McIvor Captain Simon Pelletier Ryan Pessah Jay Rainaldi Curtis Robinhold Donna Spalding Jeff Wingfield Kevin Yim Advertising Phone: 323-578-2452 Philippe Critot (philippe@pacificports.org) Editorial & Association business Phone: 604-893-8800 Jane McIvor (jane@pacificports.org)
ASSOCIATION OF
PACIFIC PORTS Contents copyrighted 2021 Association of Pacific Ports 300 - 1275 West 6th Avenue, Vancouver, British Columbia Canada V6H 1A6 Phone: 604-893-8800 E-mail: jane@pacificports.org The opinions expressed by contributing writers are not necessarily those of the Publisher. No part of this magazine may be reproduced in any form without written permission of the publisher. EDITOR’S NOTE: Due to the international nature of our membership, spelling within each article remains consistent to the country of origin.
ADVERTISERS American Samoa — Port of Pago Pago.......................................................................7 APP Annual Conference................................................................................................. 15 Clean Pacific..........................................................................................................................9 Freight Business Journal North America.................................................................. 17 Liebherr................................................................................................................................BC Port of Columbia County............................................................................................... 14 Port of Nanaimo................................................................................................................ 11 Port of Newport...................................................................................................................6 Port of Skagit...................................................................................................................... 13 Port of Stockton...............................................................................................................IBC SSA Marine.......................................................................................................................... 24 Wiggins Lift Co. Inc.........................................................................................................IFC Yardi....................................................................................................................................... 21
EXECUTIVE DIRECTOR’S NOTE
Can’t wait to meet you in person
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ne month after I took on the role of Executive Director for the Association of Pacific Ports, COVID-19 shut down the world and scuttled a business plan that included visiting ports, attending conferences such as Seatrade in Miami and Clean Pacific in Seattle, and, of course, both our Annual and Winter Conferences. What a year... With vaccines rolling out and light at the end of the tunnel that indicates life will return to “normal” by fall, we’re very excited to be planning the APP Annual Conference — hosted by the Port of San Diego, October 24 to 27, 2021, at the InterContinental Hotel,
located on the downtown waterfront and offering spectacular views of San Diego Bay. Given the challenges we’ve all felt over the past year, especially when it comes to networking and developing relationships, the opportunity to finally meet in person, enjoy a coffee (or a golf game) together, or participate in a discussion that doesn’t start with “turn your mute button off” is one that fills me with great anticipation. Let’s face it — nothing takes the place of direct human contact. And while Pacific Ports Magazine has provided an alternative way for us to share topics of relevance to the three streams of port oversight — governance,
management, and operations — there is so much more that can be imparted through an in-person conference. With this in mind, I invite and encourage you to participate! As we plan our event over the coming months, I’m hoping to hear about your ideas for speakers, panel sessions, and topics that are important to you. Odds are very good that there are other APP Members equally interested in the same subject. Given that this will be the first in-person event many of us will be attending in such a long time, let’s make this conference one for the history books! — Jane McIvor
APP PORT MEMBERS
April 2021 — PACIFIC PORTS — 5
PORT NEWS
Liebherr introduces new SCR parts kit
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iebherr has compiled a new service kit for the repair of SCR systems of Stage IV/Tier 4F and Stage V machines. Especially these types of repairs require immediate attention in order to keep costs and standstill time to a minimum. Site personnel can carry out repairs immediately without the need to call in external services. The SCR parts kit contains original parts from Liebherr. These are subject to the same rigorous quality inspections as the machines themselves. They are perfectly tailored to Liebherr diesel engines and so provide the optimum compatibility required of individual parts. An accompanying manual clearly explains all components and tools and describes the corresponding working steps in detail. The sensitive SCR components are housed in a robust and specially
adapted case in order to provide ideal storage, as well as high flexibility and mobility. Should an SCR issue arise on a machine the timeline for troubleshooting is dictated by international laws and regulations and is defined by four levels. The first three levels result in graduating power reductions. However, time is of the essence. Level 1 must be remedied within 60 minutes of the first warning, level 2 within 170 minutes and level 3 within 200 minutes. Level 4 troubleshooting and repair can be carried out only once. If this one attempt fails, a Liebherr service technician is required to repair and reset the SCR system. Using the SCR parts kit, the troubleshooting for all four levels can all be easily performed by site staff. This new
support for customers provides a major benefit in maintaining the timeline and overcoming external factors. All components and parts, including the new SCR parts kit, are quickly and easily obtainable 24/7 from the online portal MyLiebherr.
Located in the City of Newport, Oregon, the Port of Newport’s International Terminal is available as a multi-use shipping facility
• One of only three deep draft ports on the Oregon Coast. • Cargo docks (30’ draft with a mean tidal range of about 8 feet.) about 1.5 miles from the ocean entrance buoy with transit time from pilot boarding to vessel tie up at less than 60 minutes. • Turning basin located adjacent to the cargo berths is 900 by 1,200 feet wide. For more information, contact: Paula J. Miranda, General Manager, Office: 541 265 7758 Cell: 541 961 1216 Email: pmiranda@portofnewport.com 6 — PACIFIC PORTS — April 2021
• • • • •
870 linear feet of berthing for deep draft vessels. 17-acre site with a 3-acre staging area. Entrance bar dredged to 40'. Air draft under the highway bridge is 135 feet at low water. 9 acres of vacant industrial land with all utilities available for development.
www.portofnewport.com
INDUSTRY BRIEFS
Port of Portland welcomes Lynker announces new two new commissioners VP for MOCSI West
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Ketan Sampat and Stuart Strader have joined the Port of Portland’s Commission.
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n March 4, the Oregon Senate approved Gov. Kate Brown’s appointments of Ketan Sampat and Stuart Strader to the Port of Portland Commission. Their terms began on March 15, 2021. Sampat replaces Commissioner Tom Tsuruta and represents Washington County, while Strader replaces Linda Pearce as the Port’s Clackamas County representative. Ketan Sampat is co-founder and chief technology & product officer at The Provenance ChainTM Network, a company that works to bring transparency to commerce. He also serves as executive partner at Elevate Capital, Oregon’s first institutional venture capital fund that specifically targets investments in underserved entrepreneurs. Building off his experience in business and technology, Sampat is adjunct professor at the School of Business Administration at Portland State University. Stuart Strader has worked in the marine transportation industry for the last 16 years as a longshore worker and union leader. He has been a union officer for ILWU local for the past eight years, working directly with the Port and its partners to make Terminal 6 productive. Strader was a key partner in working to bring container service and other operations back to the terminal. He also spent seven years in various capacities as an administrator and instructor at Clackamas Community College and was a commercial real estate manager for six years. “I want to thank Tom Tsuruta and Linda Pearce for their years of service, and welcome Ketan Sampat and Stuart Strader to the Port of Portland Commission,” said Governor Kate Brown. “The Port Commission plays a key role in creating new statewide economic opportunities, and Ketan and Stuart’s combined years of experience and leadership will help ensure our marine ports and air terminals continue to keep Oregonians connected to the competitive, global economy.”
hris Hawkins has been newly promoted to lead Lynker’s Marine, Ocean & Coastal Sciences and Information Group West (MOCSI West). Chris most recently served as the Executive Director of Lynker’s Sustainable Pacific Program, where he helped establish a tremendous number of partnerships with non-profits and other capacity-challenged organizations to promote sustainable coastal and marine resources. In his new role, Chris will lead MOCSI’s efforts on the West Coast, Alaska, and the U.S. Pacific Islands. Lynker has a broad environmental science, management, and technology portfolio supporting the National Oceanic and Atmospheric Administration, other federal and state agencies, and various industry and non-profit partners. Chris has worked in the U.S. Pacific Islands since 2002 and is honored to continue to serve these needs of our coastal communities and Lynker’s great employees.
PORT of PAGO PAGO PORT OPERATIONS
PORT OPERATIONS
• Naturally deep-water harbor. • Dock Space o Container Dock: 1,112ftx55ft, D35ft o Main Dock: 400ftx55ft, D35ft o Inter-Island Dock: 90ftx40ft, D25ft o Fuel Dock: 406ftx45ft, D40ft o Service Wharf: 300ftx75ft, D25ft • 4.5 acre Contai ner Yard • 40,000sqft Warehouse • Bulk Cargo: Fuel, LPNG • Harbor Tug Assist Service • Tug Iseul a, 3000hp • Tug Sailel e, 1500hp • Inter Island Ferry Services • Inner Harbor Anchorage for Yachts • Yacht/Pleasure Craft Marina Facilities • Dry Dock Facilities • USDA Meat Inspectors • Net Repair Yard • Tuna Cannery/Docks – Star Kist Tuna • Small Boat Harbors: Auasi, Aunuu, Faleasao, Ta’u, Ofu.
• Dock Space • Container Dock: 1,112ftx55ft, D35ft • Main Dock: 400ftx55ft, D35ft • Inter-Island Dock: 90ftx40ft, D25ft • Fuel Dock: 406ftx45ft, D40ft • Service Wharf: AIRPORT OPERATIONS 300ftx75ft, D25ft •• Pago Airport 4.5Pago acreInternational Container Yard (PPG) – Tutuila Island 700-acre publicWarehouse airport • oo 40,000sqft Rwy 5/23: 10,000ft x 150ft o o o
Rwy 8/26: 3,800ft x 100ft Elevation: 32 ft. / 9.8 m Distance From city: 6 miles SW of Pago Pago, AS Time Zone: UTC -11 Surface: Concrete/grooved ARFF Station Hot Fire Training Ground
AIRPORT OPERATIONS o o o o
Pago Pago International o 18 acre public airport Airport (PPG) – Tutuila o Dimensions: o Rwy8-26: 200 x 60 ft. / 610 x 18 m Island o Elevation: 9 ft. / 2.7 m Distance From city: 1 mile SE of Ofu • o 700-acre Village, AS public airport o Time Zone: UTC -11 Concrete/grooved • oo 6 Surface: miles SW of Pago Pago, AS ARFF Station
• Ofu Airport (Z08) - Manua Islands
Airport Manua •Ofu Fitiuta Airport(Z08) (FAQ) –- Manua Islands Islands o
34 acre public airport
o o o o
Time Zone: UTC -11 Surface: Concrete/grooved Weight bearing capacity: ARFF Station
Rwy 12/30: 3200 x 75 ft. / 975 x 23 m • oo 18-acre public airport Elevation: 110 ft. / 34 m city: .1 mile SE of • o 1 Distance mile Village, SEFrom of Ofu Fitiuta AS Village, AS
Fitiuta Airport (FAQ) – Manua Islands • 34-acre public airport • .1 mile SE of Fitiuta Village, AS
over
“In the Global Market, American Samoa will become the hub of the Pacific Island region.”
“In the Global Market, American Samoa will become the hub of the Pacific Island region.”
Locted in South Pacific Ocean, in the heart of Polynesia, Pago Pago Harbor is one of the world's largest natural harbors, and it is also considered one of the best and deepest deepwater harbors in the South Pacific Ocean or in Oceania as a whole. Pago Pago Harbor is over 400 feet (120 m) deep and two miles (3.2 km) long, with over 2,700 linear
Located in South Pacific Ocean, in the heart of Polynesia, Pago Pago Harbor is one of the world’s largest natural harbors, and it is also considered one of the best and deepest deepwater harbors in the South Pacific Ocean or in Oceania as a whole. Pago Pago International Airportfeet is capable of and accommodating of dock space, numerous anchorage for the over 1,000 ports calls consisting of any size of commercial aircraft. sites When combined, our seaports cruise, cargo, military, fishing, workboats, yachts pleasure throughout and airports make the movement of and cargo and crafts people to andthe year. Pago Pago International Airport is from American Samoa easy because strategic midpoint capable ofofits accommodating any size of commercial aircraft. When combined, our for several shipping and air routes between the U.S. West seaports, and airports make the movement of cargo and to and and from other American Coast, Honolulu Hawaii, Australia, Newpeople Zealand Samoa easy because of its strategic midpoint pacific nations. for several shipping and air routes between the U.S West Coast, Honolulu Hawaii, Austrailia, New Zealand and other pacific
We are here to We are here to serve serve you!
Visit us at americansamoaport.as.gov
americansamoaport.as.gov
April 2021 — PACIFIC PORTS — 7
INDUSTRY BRIEFS
Port Authority of Guam set to remove inoperable cranes
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Photo courtesy of the Port of Guam
he demolition and removal of the old gantry cranes will soon begin now that the Port Authority of Guam Board of Directors has approved the project award. The Board of Directors yesterday approved the award to Guam Industrial Services DBA Guam Shipyard for the Design/Demolition Bid for Demolition Removal and Proper Disposal of 5 Port Inoperable Cranes and Optional Removal/ Proper Disposal of One Barge YFN 816 Along Wharf F-6. “I want to thank all the divisions who are a part of this endeavor. It is a culmination of a lot of work and time to put the bid packet together and to also ensure that we are compliant with the procurement process,” Port General Manager Rory J. Respicio said during yesterday’s meeting. “This project will also help generate money for the Port as the space that will be freed up by the removal of all of this equipment
Gantry cranes No. 2 and 3 at the Port of Guam are included in the demolition and removal project.
will then be able to be utilized which will bring in wharfage and dockage fees.” Board Member Dorothy P. Harris commended Respicio and the agency divisions for their work on the project. “It’s been decades since we’ve been trying to disposed of these old equipment and by removing them, it will expand use of container yard as well as access to the container yard, waterfront area and especillay F-6 which we have not been able to use for so long,” Harris said yesterday. “This is wonderful news, thank you again everyone for all your hard work.” On December 31, 2020, a Multi-Step Invitation for Bid was issued and published soliciting qualified companies/firms to design a demolition and safety plan to properly remove and dispose of five (5) Port inoperable cranes and optional one (1) barge YFN 816. A pre-bid conference and site inspection was held on January 25, 2021. Only one company, the Guam Industrial Services DBA: Guam Shipyard, submitted a bid packet for the project. The purpose of the project is to safely dismantle archaic, damaged, and inoperable assets by disassembling and cutting the cranes and equipment into manageable pieces that will eventually be shipped offsite to an approved disposal facility. As allowed in the procurement process, Guam Shipyard presented a power point presentation of their demolition plan to the evaluation committee and submitted a bid amount of $2,573,155.00, inclusive of the demolition, removal and disposal of Gantry No. 2 and No. 3, one mobile harbor crane, two rubber tire gantry cranes and one barge YFN 816 at Wharf F-6. Funding for this project is 100% provided by the Port Authority of Guam. The Port will now be requesting final review and approval from the PUC.
Commonwealth Ports Authority completes replacement of Passenger Loading Bridges
8 — PACIFIC PORTS — April 2021
Photo courtesy of the Commonwealth Ports Authority
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he Commonwealth Ports Authority (CPA) contracted the replacement of three of its passenger loading bridges to AIC Marianas, Inc., in January 2019. The new bridges were installed and inspected in February 2021, and the first airline to use the bridges was United Airlines on February 25, 2021. CPA’s final acceptance of these three bridges will be processed in April 2021. The design package to replace the remaining three bridges is currently being finalized.
INDUSTRY BRIEFS
CLEAN PACIFIC Conference planned for August
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he CLEAN PACIFIC Conference & Exhibition will take place August 17-18, 2021, at the Hyatt Regency Lake Washington in Renton, WA. Those who cannot attend in-person can attend virtually. The CLEAN PACIFIC Conference is part of the CLEAN Event portfolio and is owned and managed by Access Intelligence, LLC. The CLEAN Events were created to serve the spill response industry in prevention, preparedness, and response by hosting a forum that facilitates an open exchange of ideas, case studies, and best practices for stakeholders from government, environmental, emergency planning and response industries throughout maritime, facilities, rail, and pipeline. While the nature of each event is similar, each one draws a unique audience based on the physical response environment and regional differences,
allowing attendees to build necessary and important working relationships prior to an incident occurring. Access Intelligence LLC is a B2B publishing and event company serving multiple markets by creating exceptional experiences that ignite connection and commerce. This August, CLEAN PACIFIC will bring together the tight-knit response community in the Western United States and Canada to address spill prevention, response and remediation matters pertinent to that region’s environmental sensitivities. The goal of CLEAN PACIFIC is to deliver a valuable event that covers region-specific issues that face the Western United States and Canada and offer ample time for attendees to network and cultivate relationships with all parties involved in incident command and the communities that may be impacted. Attendees will have the opportunity to
connect with professionals from maritime, facilities, rail, pipeline, and governmental agencies during dedicated networking activities, conference sessions, on the exhibit floor, and in the virtual platform. Topics of discussion in conference sessions will focus on region-specific issues that offer real strategies and solutions for what attendees face in the Western United States and Canada. Those in attendance, both in-person and virtually, will find an abundance of networking opportunities to engage with each other. In addition, vendors will be available in exhibit hall, as well as virtual platform, ready to help attendees find solutions to their environmental and emergency response needs. For more information on CLEAN PACIFIC and details on the conference program and who is exhibiting, visit www.cleanpacific.org.
AUGUST 17-18, 2021 HYATT REGENCY LAKE WASHINGTON
www.cleanpacific.org Real-World Solutions & Best Practices for Spill Prevention, Response & Remediation in the Western United States & Canada
Register with VIP code: PACIFICPORTS to receive $50 off the in-person or virtual experience
3865
: CRUISE INDUSTRY
Cruise industry rebound will come … it’s just a question of when
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ithout a doubt, few sectors have been hit as hard as the cruise industry during the pandemic. As COVID-19 spread silently around the world, the headlines were fixated on the fate of cruise ships doing their best to journey home as governments locked down their borders and fear of the unknown gripped the world. That was 2020. So, what does 2021 have in store for the marine sector that supports 1.17 million jobs worldwide and contributes over $150 billion in economic activity each year?
Impact
According to Cruise Lines International Association (CLIA), a single one per cent drop in worldwide cruising can result in 9,100 jobs lost. In a fact sheet released in June 2020, CLIA estimated that $64 billion in economic activity, 428,000 jobs and $19 billion in wages would be lost by August 2020
That was 2020. So, what does 2021 have in store for the marine sector that supports 1.17 million jobs worldwide and contributes over $150 billion in economic activity each year? – that’s not even two fiscal quarters! While final numbers for 2020 are not yet published, to give just one example, third-quarter revenues for Carnival Corporation declined 99.5 per cent in comparison to 2019. The impact on cruise destinations is equally heartbreaking. A report from the Federal Maritime Commission, released in October 2020, investigated the consequences of COVID-19 on Alaska, Washington, and Oregon. For Alaska, the cruise industry was responsible in 2019 for over $1.27 billion in direct expenditures with a total employment impact of 23,000 jobs and over
$1.22 billion in wages. About 60% of out-of-state visitors to Alaska arrived via cruise ship in the year prior to the pandemic. While the loss of the industry was felt more acutely in Alaska due to the significance of cruise as part of the overall tourism economic impact, Washington and Oregon both suffered greatly as well. To take just one example, Seattle, homeport to many ships destined for Alaska, saw 211 ship calls (serving 1.2 million passengers) in 2019 — resulting in a total economic impact of $893.6 million in revenue/business output, 5,500 local jobs and $260.1 million in
Photo courtesy of the Port of Valdez
Alaska (Port of Valdez pictured above) has been hit particularly hard with the loss of the cruise industry and its $1.27 billion infusion into the local economy. 10 — PACIFIC PORTS — April 2021
CRUISE INDUSTRY wages as well as $14.5 million in state taxes. That business was effectively wiped out for 2020. The forecast for 2021 will be equally dismal unless the U.S. can come to an agreement with the industry and a solution to Canada’s ban on cruise ships can be found. For Canada, the cancellation of the 2021 season was a tough announcement to hear. In February 2021, Transport Canada extended its prohibition of cruise vessels certified to carry over 100 persons to all Canadian ports until February 2022. In 2019 cruise contributed over $4.2 billion total economic impact, over 30,000 jobs and $1.436 in wages and salaries in Canada. In B.C. alone, the 2019 CLIA Economic Impact Study shows over $2.717 billion in total impact, over 17 thousand jobs and $878.6 million in wages and salaries. While the above numbers focus predominantly on tourism and services, goods and supplies provided to the ships, the impact is also being felt on the ship building and re-fit industry, albeit the pain may not be felt for a few years. At the beginning of 2020, the number of cruise ships on order and to be delivered between 2020 and 2027 totalled 118 vessels (according to Statista Research). This was a record high for the global fleet. “New ships continued to be completed in 2020 and 2021,” said Donna Spalding, Government Affairs and Community Relations Representative, Cruise Lines International Association - North West and Canada, during a recent presentation to members of the Association of Pacific Ports. “However, some new builds are being delayed; older ships are being decommissioned faster then might have been planned; and the future of the order book remains uncertain.” Indeed, according to the Registro Italiano Navale (RINA) Classification Society, expectations for new cruise ship orders are not expected until at least 2025.
For Canada, the cancellation of the 2021 season was a tough announcement to hear ... Transport Canada extended its prohibition of cruise vessels certified to carry over 100 persons to all Canadian ports until February 2022. Current conditions
During her presentation, Spalding described the efforts of CLIA member lines in working with government regulators, business partners and agencies on both sides of the border.
“Cruise lines have taken a scientific approach to the resumption of operations,” she said. The first component — the initial restart of cruising — based on the development and effectiveness of protocols which are already
SHIPPING SOLUTIONS AT TWO DEEP SEA TERMINALS LINKING VANCOUVER ISLAND’S ECONOMY TO THE WORLD. • The Port of Nanaimo ships 18 different Vancouver Island products to 25 ports in 14 countries. • Short-sea shipping to Vancouver with capacity to handle containers, bulk, break bulk, heavy lift and project cargoes. • Enhanced infrastructure providing versatility and efficiencies for diverse cargo and vessel solutions and to meet a growing container business both locally and globally.
LOCAL BENEFITS — GLOBAL REACH
For Cargo and Terminal oppportunities, please contact: Jason Michell, VP - B.D. (250) 734-3457 JMichell@npa.ca www.npa.ca
100 PORT DRIVE, NANAIMO, BC
April 2021 — PACIFIC PORTS — 11
CRUISE INDUSTRY Border closures, health advisories, restrictions of air travel and testing requirements for people coming into countries continue to impact the return of cruising. providing for the successful return to cruising in Europe and areas of the South Pacific; in addition will be the availability of effective treatments and vaccines. Lines are considering ship configurations and sanitation procedures which may include designated isolation cabins. Management of onboard populations will require consideration of physical distancing as well as crew training, frequency of testing, and guidelines on the use of personal protective equipment. A final, key component would be communications throughout the full spectrum of the cruise experience — from booking, to embarkation, to onboard activities and destination regulations. Spalding also spoke about the conversations between the CLIA members and the U.S. Centers for Disease Control (CDC) following the release of a Framework for Conditional Sailing in October 2020. Technical Instructions, released in early April 2021, establish close to 50 requirements to be met before receiving “controlled free pratique to conduct one or more simulated voyages or restricted passenger voyages,” including documented approvals from U.S. port and local health authorities where the ship intends to dock; vaccination of all eligible port personnel and travelers (both crew and passengers); and the incorporation of clear protocols and safety measures both in port and on board. Other factors are also at play outside of the cruise industry’s control. Border closures, health advisories, restrictions of air travel and testing requirements for people coming into countries continue to impact the return of cruising. Another important factor: the status of the pandemic. If the numbers hold steady, improving conditions are 12 — PACIFIC PORTS — April 2021
providing cause for some newfound hope.
Forecasting the future Although some lines have already resumed in some parts of Europe and Asia, including MSC and Costa, most of the larger lines have set a June 2021 date for resumption of cruises, with some exceptions including New Zealand, Australia, Canada, and South America. In early March, the U.K. maritime minister, Robert Courts, announced the return of domestic cruises “to help the cruise industry restore confidence and highlight robust protocols implemented by cruise lines for passengers and crew.” Cruise Critic (cruisecritic.com) publishes frequent updates on expectations for when cruise lines will resume service. As of April 1, the schedule is a mixed bag and comes with no guarantees. For example: • Carnival Cruises expects to resume by June 2021 with several exceptions: Carnival Legend’s European itineraries have all been cancelled; Carnival Miracle’s planned seasonal service from San Diego has been suspended until further notice, and sailings out of San Diego that were available for sale through April 2023 have been canceled, with the exception of seven voyages to Hawaii, which will move to Long Beach; Carnival Radiance’s dry dock work was delayed, pushing the planned arrival to Long Beach back to November 2021; and Australia voyages aboard Carnival Splendor are cancelled through to June 28, 2021, while sailings aboard Carnival Spirit are “paused” through to September, 2021. • Celebrity has posted a resumption date of June 1, 2021 but have confirmed that sailings in
Asia, Australia, New Zealand and South America are cancelled for the 2020/21 season as is the Transatlantic crossing on Apex and the May through October 2021 Europe and transatlantic cruises on Celebrity Edge and Constellation. On the positive side, voyages aboard Celebrity Millennium will begin from St. Maarten on June 5, the Celebrity Apex from Athens on June 19, and the Celebrity Silhouette from Southampton, U.K. from July 3, 2021. • Crystal Cruises ships have start dates that range from July to September 2021. • Cunard Line is planning to run the Queen Elizabeth on new U.K.-only voyages through the summer; and expects to have the Queen Victoria sailing by September 10, 2021, and the Queen Mary 2 by November 14, 2021. • Disney reports that the Dream and Fantasy will start in June, and the Magic will begin U.K.-only “staycation” voyages at the same time. Disney’s Alaska-bound cruises, while keeping reservations intact, have been removed from the booking engine and are still being evaluated. • Holland America has plans to start back up in May 2021 with some European cruises starting in July. HA has confirmed cancellation of all cruises departing or ending in Canada; and all cruises departing from Seattle are cancelled through the end of June 2021. • Norwegian Cruise Line also expects to resume sailings in July 2021 except for the Encore, Jewel and Jade which have been pushed back to an October/November timeframe. If the past year revealed anything to us, it is the difficulty of predicting the future. As Spalding noted in her presentation, concepts such as vaccine rollout, flexibility, resiliency and continual communications will be key to industry resumption as the world moves through the second — and hopefully final — year of the pandemic. PP
:
GOVERNANCE
The role of the port authority in maritime logistics:
From where to where?
By Dr. Trevor D. Heaver, Professor Emeritus Sauder School of Business, University of British Columbia
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he roles of port authorities vary among ports and regions and have changed over time. There is no general rule of what mix of responsibilities is best. However, the evolution of transportation, logistics, and technology systems is associated with common shifts in the mix of responsibilities assumed by port authorities. The past and current roles of any port authority may be considered against the common trends in logistics management. So, what of current and post-COVID conditions? Logistics management has not changed from one pattern to another overnight. Nor have port authority
The evolution of transportation, logistics, and technology systems is associated with common shifts in the mix of responsibilities assumed by port authorities. practices changed quickly or uniformly, but broad trends are evident. The foundation of modern ports was when traders focussed on using wellmanaged transport services sometimes provided by an integrated company but generally integrated through the services of a freight forwarder. Port authorities, whether landlord or operating authorities, focussed on their bread
and butter — the activities on the port lands. That was their business. The conceptual and technical changes concurrent with the evolution of logistics management led to two broad changes in the roles assumed by port authorities. First, the growth of trade and containerisation demanded levels of investment not practical for most authorities. The result was a wide
Good Jobs for the Skagit Valley Skagit Regional Airport
Bayview Business Park
15400 Airport Drive, Burlington WA 98233
La Conner Marina
• www.portofskagit.com
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GOVERNANCE shift from the operating model to the landlord model. In a few jurisdictions, the progression went to responsibility for maritime services only; in others, on to private ports. Second, port authorities needed to address the role that they could or should play in enhancing the performance of the logistics chain of which they were a part. It was not easy to figure out what non-traditional roles were appropriate. It was easy to espouse the concept of the port as a part of a logistics chain (or supply chain, whatever the terminology of the time), it was another thing to engage in new activities. Individual ports adopted different strategies. In Vancouver, for example, three strategies have been evident. The first has been to initiate measures, some jointly with Transport Canada, to provide better information about current port traffic conditions so that short-run and long-run user decision making on the services could result. This is done currently through the Supply Chain Visibility Program. The second was to engage in activities beyond its physical boundaries to improve logistics services. Examples are investment in community infrastructure to improve access to the port and a short-term ownership in an off-dock freight handling service. The third is intervention in external activities; setting standards for drayage trucks and installing vehicle tracking
Located 51-miles along the Columbia River, the Port of Columbia County offers a variety of sites for industrial development with highway, rail and river access.
100 E Street, Columbia City, OR 97018 www.portofcolumbiacounty.org 503-397-2888 14 — PACIFIC PORTS — April 2021
technology of these vehicles; interventions required to mitigate the prospect of disruptions to drayage service. Most ports have gone through their own transitions to changing their roles during the evolution of global supply chains. One initiative that Vancouver did not take but which was followed in many ports was the promotion and involvement in port EDI (electronic data interchange) service. The port authority of the late 1980s was not interested in the idea. Fast forward more than 30 years and the process of logistics integration has extended aggressively to the effective integration of shipping services into port logistics. Ships are no longer out there somewhere. We know just where they are all the time. Vancouver is now faced with a dilemma of how to proceed even though it has a sophisticated operations centre with technology oriented to truck and vessel movements. It is not alone. The first port to take real advantage of digitization was Newcastle, Australia, which has had its Vessel Arrival System in place since 2010. This is an important part of the effectiveness of the Newcastle coal chain. The general advocacy for new initiatives embracing opportunities created by digitization are to be found in IMO and World Bank documents. Many ports have initiatives in digitization services, for example, PortXchange of Rotterdam, Antwerp Port Information and Control System (APICS). Ports are exploring the implications of digitization for them; for example, the Port of Hamburg and Port of Los Angeles initiative chainPORT is a cross-national partnership to share best-practice knowledge among ports. Digitised port management information systems and vessel traffic management information systems can bring benefits to ports of all sizes. How authorities respond to digitization depends on the conditions in their port, where they have been in advancing their logistics in the past, and where their best position will be in the future. No matter how port authorities respond, digitisation will play a greater role in maritime logistics going forward. Dr. Trevor Heaver received his B.A. from Oxford University and his PhD. from Indiana University. At UBC from 1960 through 1997, Dr. Heaver’s specialisation in the economics, management and public policy issues associated with transport and logistics. His involvement in transportation and logistics includes considerable international experience, including assignments in Argentina, Australia, China, Europe, and South Korea.
SAVE THE DATE! ASSOCIATION OF
PACIFIC PORTS
Port of San Diego to host next APP Conference October 24 to 27, 2021 InterContinental San Diego Hotel
Resiliency | Innovation | Best Practices In addition to an agenda focused on key issues for Port Members (infrastructure funding and permitting, environmental sustainability and best practices, safety and security, resiliency, port and harbor operations, community outreach and more), we’re planning on port tours, golf and, of course, networking! Lots of networking! For more information on Sponsorships, exhibit space and speaking opportunities, contact Jane McIvor: jane@pacificports.org | 604-893-8800 We’re looking forward to seeing you!
Visit www.pacificports.org/next-events for more details and updates April 2021 — PACIFIC PORTS — 15
: BEST PRACTICES
Shared prosperity through social equity
Background and context
Having joined the Port in 2014 as Deputy Executive Director and then taking on the role of Executive Director in 2017, Robinhold’s experience in both the public and private sectors has provided for a perspective that not only looks at what’s best for the community but at how to move initiatives forward by applying broad business practices. As Chief of Staff to Oregon Governor John Kitzhaber, he oversaw the governor’s policy agenda, staff, and policy advisors. As CEO of an energy efficiency finance company in Portland and managing director of BP Alternative Energy’s global gas-fired power business, he was able to apply the business training from his MBA and Master of Environmental Management from Yale University. Indeed, with about 96 percent of the Port’s revenue coming from business transactions and the remaining four percent from tax dollars, Robinhold’s approach to “operating like
16 — PACIFIC PORTS — April 2021
Photo couresy of the Port of Portland
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ocial equity policies are not uncommon. Undeniably, many organizations — both public and private — hold the values that are illustrated by such policies. When it comes to actively pursuing strategies that will truly create a shared prosperity however, the Port of Portland is outshining the rest. “The Port’s goal has always been to drive economic growth and improve our region’s quality of life,” said Curtis Robinhold, Executive Director. “When we started having conversations about diversity, equity and inclusion — both internally and with the community — it opened our eyes as to who was sharing in that prosperity and led to questions about what we could do better to create opportunities for the entire community.” The Port’s journey from recognition to implementation and further, to seeing successes, stands as a lesson to others: a strong tide floats all boats.
Curtis Robinhold, Executive Director, Port of Portland.
The Port’s journey from recognition to implementation and further, to seeing successes, stands as a lesson to others: a strong tide floats all boats. a business but still focusing on our corporate mission to find the best interests of the community” is a sound strategy. The primary business for the Port of Portland is the Portland International Airport (PDX), generating about 80 percent of revenue. They additionally operate two general aviation airports, four marine terminals (autos, containers, and mineral and grain bulks), five business and industrial parks, and the dredge Oregon. It’s a sizeable portfolio for the roughly 750 employees who make up the Port’s workforce not to mention the tens of thousands who rely on it as a critical facilitator for trade and economic growth. Like ports around the world, Portland’s experience with the pandemic of the past year was “pretty rough” but Robinhold is seeing signs of recovery, especially related to their aviation portfolio. “Our volumes are still down about
60 percent to pre-pandemic numbers at PDX but our big three airlines – Alaska, Southwest, and Delta — have resumed flying to most of their non-stop destinations. Questions remain about when international will return but we’re seeing movement toward getting those routes back as well.” On the bright side, air cargo operations were up 9 percent last year. Marine operations are rebounding following the shock to the supply chain that all ports saw at the beginning of the pandemic. “We’re a relatively niche port on the container side but we have a large auto and bulk business,” he said. “SM Line started calling on Terminal 6 last year and we’ve been seeing record productivity with the container business. Auto imports and exports, while still down about 26 percent, are bouncing back so we feel good about that business.”
BEST PRACTICES Diversity, equity, and inclusion
While the formal implementation of the Port’s equity plan wasn’t until July 2019, efforts to address racism, discrimination, and intolerance started in earnest as far back as 2013/14. The initiative gained momentum when two consultants were hired in 2015 to lead the Port and the community through the process, starting with the issue of race. “There was some pushback when we started,” said Robinhold, “but we’ve been learning more about how to think and talk about race more honestly.” He credits his nine-member Commission with providing the direction and permission to pursue a social equity policy. “The work has really helped us see other areas where we can leverage our activities — the dollars we spend and the way we engage with the community.” With guiding principles established and a policy approved by the Commission in 2018, the Port’s social
equity program manager, Dr. Steven Nakana, guided the 18 departments that oversee operations through the development of their own equity plans. Department leaders consulted with individuals from community-based organizations, other public agencies, and private companies to set measurable actions and goals. Three common themes across their strategies were identified and became the basis of the Port’s consolidated equity plan: 1. Increase small business participation; 2. Create an equitable, inclusive, and welcoming place to work; and 3. Engaging community Looking first at small business participation, Robinhold described a process designed to open up the Port’s bidding system for minority contractors and small business owners. A good example of an initiative designed to increase participation is the Port’s Mento Protégé Program. Established
in 1995, the goal of the program is to provide ways for minority and womenowned small businesses to overcome barriers in competing for port contracts. By pairing a local small business with a port employee (often an engineer or program manager) and a third-party contractor, the three-year program guides companies through the development of a strategic plan, education and training, and supportive services. The program has resulted in a 104-percent increase in small business contracts and subcontracts in the last five years and, overall, making up 57 percent of the Port’s contracts. “Our criteria for selecting contractors have expanded beyond simple consideration of money,” he said. “We’re now considering measures like the kind of jobs we are creating and who is getting those jobs. And in addition to our goals for greater inclusion of small businesses, we have built in, as
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Photos couresy of the Port of Portland
BEST PRACTICES
The Port of Portland has implemented its social equity policy across all divisions of its operations — aviation, marine and industrial land. 18 — PACIFIC PORTS — April 2021
part of our decision-making process, a social equity category that weights the demographics of a bidder’s workforce, community contributions, and partnerships with small businesses.” He cited the recent example of a joint venture partnership between Specht Development Inc. — who has provided project and construction management on over 11 million square feet of commercial and industrial real estate — and Colas Construction, a Black family-owned, Portland-based construction company that was founded in 1997 with a focus on diversifying the real estate and construction industry as a whole. The partners have been contracted to develop a proposal for Lot 5 of the Gresham Vista Business Park, roughly 48 acres of land and one of the last large undeveloped Port properties. In turning to the plan’s strategy of creating an equitable, inclusive, and welcoming place to work, Robinhold pointed out that efforts began by closely examining the make-up of their workforce and being able to track results. “For many years, we had a 90 percent white workforce. We’re now beginning to look more like Portland’s population at large,” he said. The Port’s demographic dashboard posted on their website looks at overall changes to race and gender as well as dissecting the numbers by age, length of tenure, and hourly rates of pay. Evident throughout the statistics is that both race and gender gaps are poised to lessen even more as time progresses. For example, when looking at age, minorities in the under-30-year-old group make up about 40 percent while the 60-to-64 age group is at 10 percent, and the over-65 group shows no minorities at all. Those who have worked at the Port for more than 10 years are predominantly white with minorities representing close to 40 percent of those with less than four years’ tenure. And while the percentage of women at the Port has remained stable over time — at just
BEST PRACTICES over 30 percent — the percentage of women with under four years tenure surpasses those with over 20 years. “We noticed that our attrition rate of women is higher at the entry wage level and at the highest salary end,” said Robinhold. “This could be attributed to concerns about inclusion — at the low end of the wage scale, you might find a maintenance team of 100 men with perhaps two women; and at the higher salaried end, it could be the ‘old boys’ network where a ‘good buddy’ might get the position over a woman.” Efforts to address the imbalance within the Port’s workforce has meant looking more closely at the hiring process as well as engaging with partners such as contractors, and longshore and trade unions. “We maintain our policy of hiring the best person for the job,” Robinhold said, “but we’re making a conscious effort to evaluate some of the traditional criteria that have maintained unnecessary barriers. And by working with our partners in the unions, we’ve been able to fund apprenticeships for people of color to provide for a more diverse make-up of their workforce.” As noted earlier, Robinhold ran into pushback from those who felt making a cultural change would leave them at a disadvantage. “Most of the pushback has been around understanding rather than political beliefs. There are three segments of employees — those who are adamantly opposed and think social equity is a waste of time; a much larger segment who is really engaged; and then there is the portion in the middle who haven’t engaged simply out of lack of interest. All large organizations have this challenge in trying to motivate that third segment. “I’m never going to get the person who is dead set against new policies, but it takes continual engagement to bring along the folks who aren’t passionate one way or the other about the issues. At the very least, we need to raise their awareness and provide them with facts — the more people
learn, the more inclined they are to be a part of the conversation,” Robinhold said, pointing to weekly “Conscious Conversations” project led by diversity and inclusion program manager, Joy Fowler, that allows staff to discuss uncomfortable issues about race, gender and belonging; they can either engage in discussion or simply log-on to listen anonymously. The third and last priority — engaging with the community — has meant a shift in the traditional ways the Port has gone about carrying out plans for key projects. Traditionally, the Port would develop plans internally before taking them out to the community for input. Now, the Port uses an equity lens, which asks employees to answer two basic question: Who benefits and who is burdened by this decision, project, or program? These two questions have shown the organization the importance of getting that input first and making sure that the input is implemented, and progress reported back to our community partners. Robinhold pointed to current plans around a significant expansion of PDX as a good example. “This is a multibillion-dollar project over five years and we’ve gone out to the community to ask them about their experiences, especially the disabled and alternate accessibility community. Things like being able to get past a curb to get into the airport, or effective signage, or aids for those with hearing impairments — these issues are important when it comes to making the airport as accessible as possible and they’re ones that we typically don’t think about.”
What does the future look like?
Robinhold likens the current cultural shift that he sees taking place at the Port to that of the environmental awareness of the 1980s and 1990s. “Thirty years ago, no one ever questioned the impact a project would have on air or habitat quality and now it’s one of the first questions we ask,” he said. “Our goal is
to do the same with equity and inclusion. It relates to how we think about our work and how we think about our coworkers and creating opportunities for everyone in the community. Once you understand more about the impact of racism, discrimination, and exclusion, you really start to feel like you can do something about it and that’s extremely rewarding.” “We see the future of the Port as one that reflects the make-up of the community,” Robinhold said. “You’re helping to bring someone into the system who creates wealth that is more representative of what the community looks like.” When asked if any segments of the Port’s business have been easier than others in implementing a systemic change, Robinhold noted that the aviation sector, with a much more public/customer focus has been quicker to adapt, especially with partners like Delta Airlines who have taken on a leadership role in creating equity. On the marine side, with a more businessto-business focus, Robinhold said efforts require the inclusion of many more partners, such at the shippers, the carriers, and the unions. “We continue to encourage our partners to consider their own demographics and how they can integrate some of our examples into their own policies.” Working with all levels of government, Robinhold said that the overall goal is to simply make Oregon a better place for all. “We still have issues — homelessness and poverty, for example — that need to be worked through, but the conversations are happening. We have discussions with our elected officials on ways to create jobs, and we discuss our ideas, not just for the Port but for the entire region.” He further noted that, as recovery from COVID-19 progresses, the emphasis will be put on creating ‘shovel-ready’ jobs. “Hopefully, it will help us recover in a way that is quick, broad-based and with shared prosperity at the forefront.” PP April 2021 — PACIFIC PORTS — 19
: HARBOR MANAGEMENT
Bringing recreational harbor management into the 21st century
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“One of our goals was to bring consistency to the procedures of each office and get away from local-style rules...” In outlining their capabilities, Jay Rainaldi, Director, Government Solutions for Yardi, noted that the project was an intriguing one for them. “We are not typically a custom software shop since our out-of-the-box functionality is usually more than enough for our real estate clients,” he said, albeit noting that, from time to time, a project will come up that requires a number of pieces of functionality from across Yardi’s full suite of software. Rainaldi gave examples such as customizing software to accommodate some of the larger banks in the U.S. as well as customizing their residential product to work with military clients. “We had already been talking internally about developing greater functionalities for recreational harbor management and this project allowed us to pursue that idea.” When Yardi met with Yim and his team, the first goal was developing a ‘wish list’ of functional requirements to be built into the system. “It’s a bit of a trial-and-error process,” said Rainaldi.
Photo courtesy of DOBOR
hen Hawaii’s Division of Boating and Ocean Recreation (DOBOR) decided it was time to “get rid of the 3x5 index cards” that constituted their management system, Kevin Yim was tasked with being the agent of change. Yim couldn’t imagine the changes in store for him and his team. As the Boating Staff Officer for the Division — one of nine within the Department of Land and Natural Resources — Yim oversees the management of Hawaii’s 16 recreational harbors, commercial property, permitting for all activities within three miles of Hawaii’s shores, and vessel registration and titling. To assist him with the task, he turned to Yardi, a leading provider of high-performance software solutions. “We have a mix of very different types of businesses,” Yim said in describing the decision-making process to bring all portfolios under one system and interface. “Our responsibilities are so diverse — for example, tracking vacancies, keys, and security deposits for tenants of the recreational marinas, maintaining leases for our commercial properties plus issuing and tracking permits for near-shore activities as well as vessel registration and titling.”
Just one of 16 recreational harbors under Yim’s portfolio. 20 — PACIFIC PORTS — April 2021
“As you move from development of the software to implementation and then seeing how staff are using it, there would be additional requirements identified that had to be worked into the system, things that weren’t considered in the first roll-out — extra fields, for example.” Both he and Yim also noted that, while implementing the system, new responsibilities were being added from different parts of the state “so it required a lot of flexibility and being nimble enough to respond to these in real time,” said Rainaldi. As the project progressed, Yim recalled there were a number of challenges, starting with bringing all of the data online — more than 20 years’ worth — as well as changing the mindset of staff. “Our operations cover four divisions — the Islands of Hawaii, Kauai, Maui, Lanai, Molokai, and Oahu as well as Honolulu, the largest city and county in the U.S. and each of the islands were interpreting the rules differently,” he said. “One of our goals was to bring consistency to the procedures of each office and get away from local-style rules. We also had to train staff in basic computer skills as well as ‘un-learn’ bad habits.” Yim gave a lot of credit to Yardi’s project manager, Rachel Nowacky. “She addressed a lot of our challenges very quickly. She helped us bring about 700 accounts into the system at the beginning of the process and then smoothed out some of the issues and trained the staff to get them comfortable with the interface,” he said, adding that they held weekly meetings over the span of
HARBOR MANAGEMENT two years to continually refine the program, providing hands-on training, and ensuring all components of the system were meeting expectations. While the learning curve was steep, Yim is seeing significant benefits. “Before we had the system, it would take about three days to generate a report of how many vacancies there were at each marina for state legislature meetings. Now, it takes about 10 minutes to get the same report. I can tell you within two minutes now how many vacancies we have at any of our marinas — which slips are available, which are out of service — and I can do it without having to leave my office or call another office.” He described having a nightmare of time trying to pull out one number from a messy spreadsheet that, in reality, only one person in the office could interpret…and she was on parental leave! The program sorted out the tracking of keys for mailboxes and restroom
facilities, security deposits, customer balances and a more robust online component so that customers would not only be able to pay online but also view their entire account, including balances owing. Staff can now implement price changes and assess late fees with great simplicity. There are also notifications built into the system that will alert staff to important timelines or overdue tasks. Another key benefit for Yim was the ability to generate reports to create treasury deposit receipts so that funds could be transferred from Hawaii’s General Fund to the DOBOR special fund. “In our state, all funds are deposited into the General Fund and we would have to generate a lot of paperwork to be able to move those funds,” he said. “Yardi helped us develop a report that now makes that process seamless.” Both Yim and Rainaldi pointed out that the implementation and further development of the new system
is a work in progress. “There are still capabilities within the system that I’m learning about,” said Yim. “Our efforts have been focused on getting the functionality working in the areas we need, and we are continuing to find more efficiencies as we move forward.” In looking to the future, Yim felt Yardi Voyager would allow them to take on new responsibilities without going to great lengths to modify the system. “In the middle of this project, we were tasked with adding the vessel titling system to our vessel registration services and with Yardi’s assistance, we were able to do this in fairly short order. We’re being asked all the time to take on new responsibilities and having a unified system will make that much easier.” When asked for final thoughts on the process and the results, both Rainaldi and Yim praised each other. “They’re a great team to work with,” they said in unison. PP
TECHNOLOGY Port Management Information Systems
A “smart” solution for ports of all sizes
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ortLink, one of the leading providers of Port Management Information Systems, stated that rapid advancements in smart-port technology and the availability of large amounts of data are providing new and exciting opportunities to make a positive impact on port operations. When the overall state of technology today is considered, we seem to be inundated by the term “smart.” We have smart phones, smart watches, smart cars, smart homes, smart cities and of course, we have smart ports. A “smart” port has been defined as a port that leverages innovation and automation technology to digitize operations and enhance the overall efficiency. Seems simple enough, but can ports of all sizes leverage smart-port technology and digitize operations? According to Kris English, Chief Innovation Officer at PortLink, the answer is “Yes, but each port will have their own version of “smart” and the digitization process will be different based on a port’s unique driving factors. These driving factors may include competition from surrounding ports, pressure from stakeholders, the desire to become more competitive or even the ambition of expanding their business without adding new infrastructure. Our Port Management Information System has been used to digitize a wide range of port operations for large and small ports alike.” While PortLink’s solutions are currently in use by some of the world’s biggest and busiest ports, English said that “we really enjoy what we do here at PortLink and are just as proud to deliver a smart-port solution that assists a port who has a handful of ships each month as we are were to deliver our solution for a port that handles hundreds of movements every day.” 22 — PACIFIC PORTS — April 2021
A “smart” port has been defined as a port that leverages innovation and automation technology to digitize operations and enhance the overall efficiency. PortLink’s Port Management Information System (PMIS) sits under the company’s “SMART Port Solution Portfolio” alongside their Vessel Traffic Management Information System (VTMIS), Port Community System (PCS), Pilot/Tug Dispatch System and Marine Operations System. The PMIS is a modular solution that supports the administrative and financial processing for all aspects of port calls and provides the digitization platform for a wide range of marine and shorebased operations. The Association of Pacific Ports spoke with PortLink, one of our Associate Members, to discuss how their PMIS fits into the concept of “smart-port technology” and how APP Port Members can leverage such a system for their own digitization strategies. APP: Can you start by introducing yourself and PortLink? KE: Sure, my name is Kris English, Chief Innovation Officer at PortLink. Among other things, I am responsible for maintaining an innovative approach to all aspects of our company’s operations from the work environment to our solutions. PortLink, based in Vancouver, Canada, and is a marine-centric, experienced solution provider who has been developing, delivering, and supporting customized solutions for the marine industry since 2007. We provide mission-proven, scalable solutions which are both innovative and user-friendly. At the core of PortLink is a team of skilled and experienced software engineers and project staff who have successfully
delivered solutions of all levels of scope, size, and complexity. With over 3,000 active users and a global presence, PortLink is large enough and has the experience to deliver projects of all sizes and complexity yet, is small enough to care about our customers specific requirements. One more quick point which is an important one to us at PortLink, we are not the type of company that will come in and tell you “this is our product, this is how it works, and you will need to adapt your workflows/processes to our system.” Instead, we do the complete opposite. We come to you (or meet virtually now with COVID travel restrictions) and spend the first few days understanding all aspects of your operations. We ask a lot of questions and in the end, we have a very clear understanding of your operations, where you are at, where you want to be, and we create the roadmap to bridge this gap. Our team then customizes our solution to meet your requirements, workflows, and processes until you are ultimately happy with the end result. Working in partnership with our customers has really helped PortLink and our customers achieve the best possible success. APP: Can you explain PMIS, how it fits into the “smart-port technology” concept and its adability for ports of all sizes? KE: PMIS stands for Port Management Information System and is a comprehensive, modular solution designed to facilitate the planning and management of port operations. The PMIS is a smart-port solution that is used as the
TECHNOLOGY The concept was to have a modern solution based on the latest technology that is flexible, customizable, and has a user-interface with a usability that is second to none. Terminal Operating Systems (TOS) such as NAVIS. With this integration, the PMIS can extract the berth plan from terminals’ TOS to speed up vessel booking requests. Another example is the PMIS ability to interface with Just-in-Time systems (for example, NaviPort from Wärtsilä) providing the relevant tools to assist in generating the requested time of arrival. One very interesting and unique example of PortLink’s PMIS is the integration of weather forecasting services and running the port’s vessel schedule against the weather forecast to ensure that safe manoeuvring can be achieved in weather dependent operations. Other interoperability points include risk management systems (for example, HAZMAN from Marico Marine), Fleet Management Systems (for example, HELM Connect), Financial Systems (for example, Oracle, SAP, JD Edwards, etc.), Video Surveillance Systems, Card Access Systems, Gate Automation
Systems and much, much more. With each project we conduct blueprinting sessions to look at what systems are currently in place and discuss how they can be leveraged to enhance the solution we are delivering. Another key point for PortLink’s PMIS is that it is future proof. We believe it is important for ports to consider their short, medium, and long-term smart-port strategy when looking for solution providers. A critical point to consider is if the solution is future proof. If a port is going to invest their time, effort, and money into a solution, they need to know that the solution can adapt to advancements in technology and that the solution provider is focused on continual development. PortLink’s solution is on the cutting edge of technology and has already introduced and deployed systems utilizing Big Data, IoT, Machine Learning (ML) and Artificial Intelligence (AI).
Photo courtesy of PortLink
intelligence platform for connecting technologies, digitizing operations, and automating workflows, resulting in increased efficiency, improved performance, and enhanced economic competitiveness. The PMIS is 100-percent modular and can easily be adapted for ports of all sizes but in reality, we don’t necessarily look at the size of the port — it is more about the operations, the vision of the port, and how the solution can be used to maximize operations. Since the solution is modular, our customers can start with the most basic functionality such as vessel scheduling and have the ability to evolve into a comprehensive solution including resource dispatching, cargo management, billing, mobile apps, a Port Community System (PCS) and much more. APP: How does PortLink’s solutions differ from other systems on the market and why would a port choose to work with PortLink? KE: We believe there are a few key differences that have contributed to ports and other organizations choosing PortLink. The first differentiator is the modern, intuitive design. PortLink’s PMIS was designed with direct input and feedback from ports, marine pilots, marine agents, terminals and other professionals in the marine industry. The concept was to have a modern solution based on the latest technology that is flexible, customizable, and has a userinterface with a usability that is second to none. The user-friendly design is critical as we have systems deployed with over 750 users having a wide range of computer skills. The second unique selling point is the solutions interoperability with existing and future systems. Our largest deployment interfaces with over 35 third-party systems integrating the data from each of these systems into the PMIS for advanced predictions, resource utilization, ETA/ETD predictions and much more. An example of interoperability and integration is PortLink’s ability to integrate with
Kris English (center) with his clients from the Port of A çu, Brazil. April 2021 — PACIFIC PORTS — 23
TECHNOLOGY One point that we believe truly differentiates PortLink from other providers is our ability and willingness to customize our solution and/or provide custom development for solutions regardless of the size of a port. It goes back to the saying — once you have seen one port, you have seen ONE port. No two ports are the same and we have the experience and skilled team that can take requirements and turn them into a customized set of software features. PortLink also has advantages from a commercial perspective. We understand there is a traditional view that PMIS solutions are very expensive to implement and yes, they can be but, we believe that smart solutions should be available to ports of all sizes and therefore, have designed our solution to have granular modules which can be adapted to all types and sizes of operations as well as levels of complexity. The last point that I would like to add is that ever since the initiation of
PortLink in 2007, we have understood that having a great system is only onehalf of the solution. The other half, which is equally important, is the project team — their experience, expertise, and ability to communicate clearly. The team at PortLink has been involved in maritime projects of all sizes with varying levels of complexity. We do not simply consider ourselves a system provider — we work in partnership with ports, maritime agencies, and stakeholders to provide business-process consulting to deliver customized solutions designed around the existing needs and vision of our customers. APP: If one of our members was interested in smart-port technology or systems, what would you recommend they do? KE: Good question, and this could be a subject for an entire article. The fact is, there are a lot of good systems currently available that fall under the “smart-port technology” category however, each port is unique
and there no “one-size-fits-all” solution. The best place to start is with a review of their operations and coming up with a list of areas that could be addressed with smart-port technology and/or systems. As an example, are you reliant on manual systems based on excel spreadsheets and communication exchanges via emails or phone calls? Do you manually collect and produce reports or KPIs? Are you doing any redundant data entry? If the answer is yes, then there is a good chance you can benefit from smartport technology and/or systems. If any of your members would like some assistance understanding what is currently available, discuss what other ports have done, or have a general discussion about their digital strategy, we are happy to help. For more information, visit www. portlink.co or contact Kris directly at kris.english@portlink.co (or by phone: 604-353-3640).
We partner to move commerce with efficiency, flexibility, and integrity. www.ssamarine.com 24 — PACIFIC PORTS — April 2021
Improving the customer experience is at the heart of everything we do, so we make purposeful investments in people, facilities and technical innovations that deliver the greatest customer value.
ENVIRONMENT
Port of Stockton moves toward zero-emissions goal
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ndoubtedly, the most progressive efforts in North America to reduce air emissions can be found in California. With the California Air Resource Board’s (CARB) goal of five million zero-emission fleet vehicles by 2030; the addition of tankers and auto carriers to the At-Berth Regulation for ocean-going vessels; and a proposed amendment to the existing Cargo Handling Equipment regulation to transition to zero-emission equipment, California is setting a high standard to which other North American ports will have to follow. The recent partnership between SSA Marine, the Port of Stockton, XL Lifts, World Forklifts, and Wiggins Lift Co. for 36 new zero-emission forklifts is a good example of how success can be achieved in meeting the zero-emission goal. “Our leadership team and environmental department continue to leverage innovation and forge new partnerships that make projects such as this possible,” said Port of Stockton Chair R. Jay Allen, adding that the Port of Stockton has also deployed two multi-functional utility vehicles and a railcar mover to assist with emissions reductions.
“Our leadership team and environmental department continue to leverage innovation and forge new partnerships that make projects such as this possible...” priorities were weighed against opportunities for funding and the recognition that, at some point, the transition would have to occur. Those conversations, initially internal, expanded to include Joe Carrillo, Northern California Regional Vice President for terminal operator SSA Marine, and ultimately, the Ports of Oakland and Long Beach. “This project ties in with SSA Marine’s overall strategy for accelerating the use of zero-emission vehicles in Northern California,” said Carrillo. “There will be dramatic changes over the next eight years, given the 2030 goal for zero emissions. Stockton is at the forefront of making the transition and with a number of ports ready to follow suit, competition for funding programs will increase.”
The resulting partnership between the Ports of Stockton, Oakland, and Long Beach allowed the three to pursue grant opportunities offered by CARB that offered a 50/50 split of the cost of cargo handling units. “By partnering with the other ports, who brought additional resources to the table, we were able to enhance the grant program so that the Port of Stockton’s share was reduced further to 20 percent,” Wingfield said, adding that, with an annual budget of about $60 million for all of their operations, this one project alone could easily have cost upwards of $10 million. Wingfield also noted that the Port recently completed an emission inventory based on 2018 activities, their busiest year to date. “The inventory allows for better planning and
Background
For decades, CARB has been incrementally increasing regulations to reduce air emissions with the goal of reaching zero emissions by 2030. For Jeff Wingfield, Director of Environment and Public Affairs, and the team at the Port of Stockton, their commitment goes beyond current legal obligations to ensure a good quality of life for people in the region. “We had installed particulate filters, but a lot of equipment was outdated,” said Wingfield, “so we started having discussions about what it would take to get to zero emissions.” Considerations of cost, available technology, and identifying
New electric vehicles for the Port of Stockton gets them closer to their zero-emission goal. April 2021 — PACIFIC PORTS — 25
ENVIRONMENT
SSA Marine’s operations at the Port of Stockton are well-suited for the Wiggins electric forklifts. budgeting for future emission reduction plans.” Other key partners in this initiative include XL Lifts, World Forklifts, and Wiggins Lift Co., the manufacturer of the first commercially available zero-emission large capacity forklift. Representing Wiggins and World, Michael Marzahl, President of XL Lifts, the dealer for both manufacturers, worked with SSA Marine and the Port to ensure the equipment would meet their needs. “The biggest challenges for an electric forklift, especially a large capacity one, is ensuring it does not run out of charge, while making sure it meets the lifting needs at hand. This conundrum is the heavy equipment equivalent of ‘range anxiety’ experienced by the electric car industry. Both Wiggins and World have developed advanced technology to crack the ‘range anxiety’ code. As far as I know, Wiggins is the only large capacity lithium electric forklift in operation today that can run a full shift on a single charge. And the 8,000-pound capacity World forklifts, designed for all-weather use, can be used, charged 26 — PACIFIC PORTS — April 2021
and stored outdoors, even in inclement weather, like rain.”
Project details
In total, the Port of Stockton ordered 34 forklifts, two multi-function utility vehicles (DANNARs) and one railcar mover (Zephir) — all fully electric. Eighteen of the forklifts built wholly in the United States by Wiggins Lift and have a 36,000-pound lift capacity; the remaining 16 have an 8,000-pound lift capacity and are built by World Forklifts To date, 28 of the forklifts (12 with 36,000-pound capacity and 16 with 8,000-pound capacity) have been delivered with the remaining six to follow later this year. In selecting the Wiggins forklifts, Carrillo summarized some of the key requirements to ensure operations would be able to continue as they have in the past. “We had to consider the various aspects of operations and how the electric vehicles will work in comparison to diesel — for example, battery power and if we’d be able to work two shifts without charging; also torque lifting capacity and if we’d be able to take on the same loads,”
Photo courtesy of the Port of Stockton
he said. For the Port of Stockton, Carrillo noted that the throughput isn’t as heavy as some of the larger container ports like Long Beach or Los Angeles, “so we have opportunities for mid-shift charging. We’ve also found that the commodities we’re moving — mostly steel or bagged rice — aren’t too heavy so weight isn’t as big a factor as it could be for other ports which may drain the battery quicker.” For SSA Marine, they have already begun working with other port partners to start the transition to zero emissions. West Sacramento, for example, will commence deliveries of 14 Wiggins eBull forklifts toward the end of this year to continue moving to zero emissions with finalizing deliveries in September 2022. An unintended consequence of this project has been the example it has set for other tenants at the Port. “We’ve been able to demonstrate that we are able to keep up with work cycles and loads and still be competitive,” said Carrillo. “We’re hoping that we’ve made it easier for others to see how zero-emission equipment works and hopefully, they will follow our lead.”
ENVIRONMENT Technology innovation and realworld use in the field from progressive organizations like the Ports of Stockton, Oakland, and Long Beach, and SSA Marine will be key to continued adoption of electric forklifts. According to Micah McDowell, Director of Sales at Wiggins Lift, “Everyday, we are committed to making our electric forklifts more and more technologically advanced to offer better performance for our customers. This can only happen in real-world applications, by seeing how this new equipment responds to different environments and duty cycles. In addition, our zero emission forklifts are designed with the future in mind: for example, if and when hydrogen fuel cells become feasible, we can convert our existing battery electric forklifts to adopt this zero-emission alternative.”
The bigger picture “As the fourth busiest port in the state, it is increasingly important for us to pursue zero-emission and more efficient cargo handling equipment,” said Port Director Richard Aschieris. “These recent projects are just the start of a larger modernization effort underway leading the Port of Stockton on a path to further reduce emissions.”
“These recent projects are just the start of a larger modernization effort underway leading the Port of Stockton on a path to further reduce emissions.” While the issue of air emissions is an important one, it’s just one of the priorities the Port of Stockton has identified in its overall efforts to improve their environmental performance. Having joined Green Marine in 2019, Wingfield said the program was a big help in being able to validate their entire environmental program. “Once you’ve been certified, you need to continually work to improve operations and establish best management practices so that you’re able to maintain, and then exceed the previous level of certification.” Other initiatives, such as converting one of the main storm ditch channels into a manufactured wetland which will then act to treat stormwater more efficiently and effectively or working with the US Fish & Wildlife Service and the US Army Corps of Engineers to reestablish habitat at a National Wildlife Refuge for an endangered butterfly and two endangered plant species, are all part of the Port’s efforts to improve the environment, something that the
local community is noticing. “It shows our community that we’re committed to environmental sustainability — not just because regulations force us to but because we truly care about our surroundings.” Looking to the future, Wingfield and his team are spending time looking at how to comply with the addition of tanker vessels and auto carriers to the At-Berth Regulation and management of exhaust. “We’ll be submitting a plan to CARB before the end of this year. Considerations include whether we address the exhaust through captureand-control equipment or shore power, or perhaps propose other projects that would offset or mitigate the effect of the exhaust from the vessels,” Wingfield said, adding that, while the technology is attainable, there are significant costs that need to be considered to determine the best path forward. Whichever option is pursued, the Port of Stockton has already shown they’re moving in the right direction. And that bodes well for the future. PP
Wave of the future — more and more, terminal operators are turning to electric vehicles to mitigate air emissions.
Photo courtesy of the SSA Marine
April 2021 — PACIFIC PORTS — 27
MARINE PILOTAGE
Guardians of the coast
“
Background
Before delving into the various aspects of pilotage, it is helpful to recognize the experience that Pelletier brings to the conversation. As a seasoned mariner, he has sailed on many different types of vessels, on every ocean, and made ports of call on all continents. He started his career in 1982 and rapidly achieved the rank of master before qualifying for his licence as a marine pilot on the St. Lawrence River in 1996. A champion of both his profession and marine safety, Captain Pelletier has played a leadership
Captain Simon Pelletier 28 — PACIFIC PORTS — April 2021
“Pilotage is not a private business; it is a public service delivered — actually mandated by governments around the world — to safeguard the public interest...” role in the Corporation of Lower St. Lawrence Pilots, which he served as President from 2004 to 2007, and in the Canadian Marine Pilots’ Association (CMPA), of which he became President in 2009 and continues to this day. Captain Pelletier also has a keen interest in international affairs affecting marine pilotage. First elected as Vice President of the International Maritime Pilots’ Association (IMPA) in 2008, he was elected IMPA President in 2014, and was re-elected in 2018 (terms are for four years). As President, he is responsible for ensuring that pilots from six continents and over 55 countries speak with one voice on global issues affecting pilotage, and for ensuring that they play a constructive role in discussions with their partners in the international maritime sector and, in particular, with the International Maritime Organization. Captain Pelletier holds the strong belief that, because of the key role marine pilots play in protecting the marine environment and in acting as economic enablers — and the close connection with the public interest this entails – they must uphold the highest standards of professionalism in everything they do and at all times. His work as a representative of pilots also reflects the belief that pilots need to be actively engaged, in a strategic and well-coordinated manner, in every process affecting their profession at the local, national, and international levels. So, what are the responsibilities of a marine pilot? According to Captain Pelletier, the Canada Pilotage Act provides a good summary that can be applied to any jurisdiction:
From the archives of Dave Roels
A pilot’s fundamental responsibility has not changed since the first pilot boarded a vessel to steer her into port: to ensure its safe navigation through expert knowledge of local waters,” said Captain Simon Pelletier, President of the International Maritime Pilots’ Association (IMPA). “First and foremost, pilots serve the public interest.” And with safety records close to 100 per cent in many jurisdictions that fall within the IMPA’s membership, who better to explain the importance of marine pilotage than Captain Pelletier, a 40-year veteran of the industry.
MARINE PILOTAGE • pilotage services should be provided in a manner that promotes and contributes to the safety of navigation, including the safety of the public and marine personnel, and that protects human health, property and the environment; • pilotage services should be provided in an efficient and cost-effective manner;
• risk management tools should be used effectively and evolving technologies taken into consideration; and • pilotage charges should be set at levels that allow for financial self-sufficiency. “The nature of pilotage, and the role of pilots, does not change per se between different regions but will, of
course, vary depending on the nature of the area in which they operate,” he said. “For example, here in Canada, there is river pilotage, coastal pilotage and port pilotage.” He added that the professional independence of pilots is of utmost importance. “Pilotage is not a private business; it is a public service delivered — actually mandated by
April 2021 — PACIFIC PORTS — 29
MARINE PILOTAGE governments around the world — to safeguard the public interest. In that sense, a pilot’s ultimate responsibility is to the public, and to the local communities where pilots live and ships transit. This is a particularly important consideration, perhaps the most important of all as it means that pilots will make decisions based on safety first.” Indeed, Captain Pelletier warned that losing sight of this fundamental fact would result in pilotage being subject to commercial interests and the quest of profits first. “That’s why an important responsibility of the IMPA and representatives of pilots, like me, is to ensure that the International Maritime Organization, and governments around the world, understand that pilotage exists in the public interest and that they do not unduly deregulate pilotage.”
Trends and issues
When asked whether (and, if so, how) marine pilotage has changed over the years, Captain Pelletier noted that, while the basic duties and responsibilities have not changed, the world has. “International trade is more inter-connected than ever before and, with this, the volume of activity in shipping lanes, is constantly growing. At the same time, vessel size has grown exponentially on waterways that, for the most part, haven’t changed,” he said, noting that while new navigational aids and new technologies (such as the Portable Pilotage Unit) have been helpful, in the end it is the expert know-how of pilots that has had to adapt to changing circumstances in order to ensure that operations — “unthinkable just a few years ago” — can actually take place safely and efficiently. “The ultimate fail-safe in pilotage operations is looking out the window.” Training and testing, while localized to ensure knowledge of surrounding waterways, is “rigorous” and requires proof of expertise. “Local knowledge is obviously a key factor in demonstrating expertise but to be considered for a
30 — PACIFIC PORTS — April 2021
“The ship is moving, the pilot vessel is moving and there are waves and ocean swellings — there is no mechanism that you can implement to change that...” pilotage position, one must meet additional requirements,” Captain Pelletier said. “You must have, depending on the country, anywhere from five to 15 years of nautical experience and sea time before you can become an apprentice pilot. And from there, you will spend anywhere from six months to three years demonstrating your skills at being a good ship handler.” Once ready for the examination, “you essentially have to be a speaking nautical chart,” he added, stressing how important local knowledge was to the activities of a pilot. One trend that Captain Pelletier has noticed in recent years is the growing public intolerance for risk and the efforts needed to ensure the public and governments (especially newly installed governments) understand the role of a pilot and why the system has been set up as it is. “Pilots now play a larger role than ever in ensuring social licence for shipping,” he said. “The responsibilities of pilots are not limited to showing up on the bridge when a vessel comes into their designated waters and people often don’t realize that the work of pilots may have started years before a new terminal is built or a certain type of vessel first shows up in an area.” Pilots are typically consulted by shippers, ports, and terminal operators to help design terminals and ensure operational procedures will ensure safe navigation, virtually 100 per cent of the time. “Around the world, pilots work the same way,” he said. “When there’s an opportunity to make a port more efficient or if new infrastructure is being developed, pilots are deeply involved. We must also ensure pilots are well-trained to understand the intricacies of the new terminal (drafts, currents, etc.) or the new ship coming into the area.”
While on the subject of efficiencies in port management, Captain Pelletier was asked about whether trends toward Vessel Arrival Systems were providing notable improvements in traffic management. “Port management in general, and especially, inter-modality has made important efficiency gains in recent years as a result of better planning and overall traffic management. Congestion pressures remain a preoccupation for many ports and it is only normal to constantly seek more efficient operations,” he said. “But it is also important to keep in mind that ports are unique, much more so than, for example, airports. One-size solutions don’t often work for maritime transportation. Global solutions, if they are not tailored to local realities, may end up hindering efficient operations.” He added that the IMPA’s consultative status at the International Maritime Organization is critical to ensuring that the temptation to push for uniform global approaches is tempered with the realities of local operations.
IMPA priorities
Safety, safety, safety… In both the short and long-term priorities for the IMPA, safety is the paramount consideration, and it filters through all of the Association’s activities. “Whether at the IMO level or evaluating best practices from around the world, our focus is always on personal safety, protection of the operating environment, and safe ship operations,” Captain Pelletier said. While there are international regulations (under the IMO’s Safety of Life at Sea Convention) that address the rigging standards for ships when a pilot is boarding, the risk to personal safety has seen more than a few pilots lose their lives or suffer great injury. “The ship is
MARINE PILOTAGE From the archives of Dave Roels
moving, the pilot vessel is moving and there are waves and ocean swellings — there is no mechanism that you can implement to change that. One of the biggest problems we run into is inadequate equipment,” he said, adding that the IMPA has established a working group to review pilot boarding practices around the world in order to better understand trends and local approaches and, perhaps, identify recommendations to further safe transfers. The work is expected to conclude later this year. For IMPA members — over 8,500 pilots — safety records are the envy of every transportation sector in the world. With an incident-free rate of 99.8 per cent in Canada — and comparable numbers in other countries that are within the IMPA membership — Captain Pelletier credits the priority of safety over commercial profits. “We hear about some non-IMPA jurisdictions who will provide bonuses to pilots if they can bring the ship in faster, cutting corners in safety. The trade off in risk to life or the environment is unacceptable when you consider the cost of a human life or an oil spill, for example.” As noted above but worth reiterating, Captain Pelletier highlighted the constant priority of making sure that the role of the pilot is well understood. For example, the IMPA has been working with the International Chamber of Shipping over the last year in respect of the Chamber’s Bridge Procedures Guide — present on perhaps over 80 per cent of the global fleet — in order to make sure the role pilots play in safe navigation is described in a manner that reflects reality. Asked for a final comment to wrap up the interview, Captain Pelletier wanted to reinforce what he hoped would be the key message of the APP’s article: “Pilots serve the public interest! COVID-19 has been a vivid demonstration of this, with pilots around the world ensuring that vital supplies kept reaching their destinations, safely and efficiently, as the world critically needed them.” PP
Not for the faint of heart...a pilot uses a Jacob’s ladder to board the vessel. April 2021 — PACIFIC PORTS — 31
: NEW TECHNOLOGY Continuous Marine Safety
A real-time approach to risk management in the port By Dr. Scott Beatty, CEO MarineLabs
A
s the business of port operations becomes more complex, several port operators have turned to using real-time marine monitoring to improve both efficiency and marine safety. This new approach, dubbed Continuous Marine Safety, has helped them become more resilient to volatile weather and high traffic volumes, and keep up with rapid growth. “When the wind is blowing three knots in the inner harbour, 12 knots at the entrance, and 27 knots out at Triple Island, MarineLabs’ data affords an enhanced level of safety for our commercial and recreational traffic. With this information, we are able to more safely schedule vessel movements, maintain better awareness of the real-time conditions in our anchorages and run a safer and more efficient operation. It’s precisely this type of data that will enable our anticipated growth and makes our safe Port even safer,” said Brent Baxter, Manager of Marine Operations with the Prince Rupert Port Authority.
Even during a global pandemic, container volume in many Pacific ports increased by double digits and the forecast of traffic through 2025 remains aggressive. Growth in port traffic continues to accelerate. Even during a global pandemic, container volume in many Pacific ports increased by double digits and the forecast of traffic through 2025 remains aggressive. Orders for newbuild of containerships in Q4 of 2020 were the highest in five years, and the average size of a shipping vessel continues to increase. The first ship over 20,000 TEU was christened just four years ago, in March of 2017; there are more than 75 in use today, and another 50 will be completed in the next three years. “Based on these dynamics, we assume that around 10 per cent of all container ships in 2025 will have a capacity of 14,000 TEUs and larger.” according to an Organisation for Economic Co-operation and
Development’s 2018 “Container Ship Size and Port Relocation” Discussion Paper. Port shifts are also becoming increasingly common; this means that the pressure on port operators to support these increases in ship size and frequency is higher than it has ever been. “The volatility and extent of port shifts have become much larger over the last years,” according to that same report. Weather and sea conditions are increasing in severity and becoming more volatile. Globally, we now see extreme weather events that were forecast to happen once every century, happening every 16 years. Climate change is not only increasing volatility, but the uncertainty in these forecasts is accelerating as well. While terminal operators, pilots, and the broad ecosystem of marine partners continue to refine their capabilities, the expectations of regulators and the public are also increasing. There is less tolerance for incidents, and no patience for delay in responding to them. Taken together, these shifts have and will continue to dramatically change the nature of marine risk. When risk changes, our approach to safety must change as well.
Continuous Marine Safety Wind comparisons for the Port of Prince Rupert detailed through MarineLabs’ CoastAware™. 32 — PACIFIC PORTS — April 2021
In much the same way that smartport systems have allowed coordinated loading and unloading activities to
NEW TECHNOLOGY Real-time data unlocks just-intime arrivals
Spatial mean annual wave power calculated globally and by ocean basin. (Source: Reguero, B.G., Losada, I.J. & Méndez, F.J. “A recent increase in global wave power as a consequence of oceanic warming.” Nature Communications 10, 205 (2019) — www.nature.com) improve port efficiency, real-time wind and wave data allows both pilots and port operators to shift from desktop risk assessment instruments to a continuous safety approach. This is akin to “looking out the window,” but out of every ship’s window at once. In the January issue of this magazine, Captain Brian Tuomi discussed the new options for simpler risk assessments using the SIRA method. Accurate assessment of hazards (whether using SIRA or one of the older methods such as IWRAP) requires evaluating meteorological visibility in the zone. Real-time data provides a mechanism to determine when current conditions are outside of the parameters of an existing risk assessment, in a way that prediction models simply cannot. While relatively recent in our industry, using high-resolution data to shift from static planning to dynamic orchestration is well proven elsewhere. In IT security this is known as Information Security Continuous Monitoring, and it is central to the Risk Management Framework adopted over the past decade. And in airport operations the Continuous Descent Approach (also known as Optimized Profile Descent) has been used to improve noise pollution as well as fuel efficiency and scheduling. Port 4.0 initiatives (named after the broader Industry 4.0 approach) hinge on adapting these lessons from
other industries to the unique challenges of the maritime environment. As the marine safety mission becomes more complex (with more ships, more transits, more uncertainty, and narrower margins for error), tighter collaboration between tugboat operators, pilots and port operators is paramount. This collaboration, whether in a formal approach such as PortCDM (i.e., information sharing in real time) or more informally, requires the right objective data to achieve the goal of improved situational awareness. Recent Canadian National Transportation Safety Board Marine Accident reports such as the just-completed review of the 2019 Collision between Liquefied Gas Carrier Genesis River and Voyager Tow highlight the way these contributing factors (larger vessels, more frequent passings, changing conditions and time pressure) could have been comprehensively addressed through a Continuous Risk Assessment Program. Port operators have much to gain from adopting this same approach.
Perhaps the biggest opportunity for advancing the state of the art in Port management lies in redefining where the Port begins. Just-in-time arrival management systems, such as the Vessel Arrival System pioneered in Newcastle, Australia, have been shown to deliver best-in-class financial gains as well as to improve marine safety. Much of this improvement comes in the form of reduced fuel usage, which also reduces greenhouse gas emissions — an important side benefit when we consider the IMO target of reducing the maritime industry’s carbon footprint by 40 per cent by 2030. The key to making a Vessel Arrival System possible is accurate and timely sea-state data for a large portion of the approach area.
The bonus — always ready for expansion
While the forecast demand for port capacity is well understood, the actual green-light event for a terminal expansion project only happens when the perfect storm of political will, available capital, and regulatory approval all come together. Port operators can capture the power in these stormy moments by being in a state of readiness. Gathering the high-resolution data needed to support engineering work is a valuable side-effect of the Continuous Marine Safety approach. Not only are you always open for business, but you are always ready for growth. For more about MarineLabs, see their New Member Profile on Page 48.
Dr. Scott Beatty is the CEO of MarineLabs, a former coastal engineering consultant and a pioneer of Continuous Marine Safety. He sits on the board of Association of British Columbia Marine Industries (ABCMI), and his award-winning approach to real-time ocean condition monitoring has been widely covered by trade publications as well as the scientific community. MarineLabs are the makers of CoastAware(™), the world’s first real-time Coastal Intelligence platform. April 2021 — PACIFIC PORTS — 33
: GRANT STRATEGIES
How to prepare a winning grant application By Jeannie Beckett, Principal The Beckett Group
G
rant writing is a combination of being very detailed and following the directions to being a creative marketeer in developing the story about how your organization will implement a project that will bring benefits to your customers, community and region. The following tip from United States Department of Transportation (USDOT) summarizes what they believe is the “key” to a winning grant writing strategy. USDOT TIP: The key to an “attractive” application is crafting an effective, compelling, and comprehensive story that demonstrates funding need, commitment, and impact. Below are 10 steps that I have found helpful when advising clients on how to prepare a project to be “grant ready,” and tips on the application preparation.
Steps to building the grant application 1. Build your team and timeline 2. Prioritize your projects 3. Develop a funding matrix for each priority project 4. Define the problem 5. Identify the solution 6. Collect your data (supporting documentation/statistics) 7. Prepare an initial summary of the project including scope, schedule, budget and funding plan 8. Demonstrate the impact of the investment 9. Craft the story 10. Prepare the application
1. Build your team and timeline
This first step is to assemble a team of key players and determine the length 34 — PACIFIC PORTS — April 2021
Having the right leadership in place is especially important to establish control around oversight, transparency, and accountability. of time your project will take to implement. If this is an infrastructure project, your team will include both internal and external experts possessing knowledge of such topics as engineering, environment, finance, marketing, operations, grant writing, and lobbying. This will be the team that drives the project through your organization and prepares and reviews the grant application. The leader of this team will be responsible for identifying the timelines, responsibilities, and duties of the different team members. Assemble your team — Having the right leadership in place is especially important to establish control around oversight, transparency, and accountability. This team will probably follow the project through the development process including grant application, award, obligation, implementation and close- out activities. Determine the timeline — If you are going to try to fund the project with federal funds, this is a long process which starts with project planning, preengineering, preliminary engineering, public outreach, environmental review, final design, construction, and closeout. Getting a federal grant can take multiple applications. Most U.S. federal funding programs solicit applications once per year. It is not unusual for a project to take three to four funding rounds to secure federal funds. If you are looking for quick money, federal funding is not your solution. Instead, look at internal funds or local funding sources, private partners, or financial institutions.
2. Prioritize your projects
With the timeframe and list of projects in mind, prioritize which project needs federal funding and has the characteristics that meet federal funding program guidelines.
3. Develop a funding matrix for each priority project
Once your priority projects have been identified, build a funding matrix for each project. This matrix should list source of funds and amount, indicate whether the funding is secured, or requested. General funding source categories can be listed as internal, local, state, or federal.
4. Define the problem
What is the problem that this project is trying to address? Try to define this as specifically as possible. A suggestion is to describe the current status or “No-Build” option. The “No-Build” alternative describes the current status and what will happen if the project is not built. If necessary, do a needs assessment to refine the problem.
5. Define the solution
This is the “Build” alternative. What will the situation be when the project is completed? Again, be as specific as possible. Describe the elements of the project and any analysis of project results, such as volumes moved, speed increases, etc.
6. Collect your data
The more thorough you can be, the better. You can break down this step into three critical stages:
GRANT STRATEGIES Determine the area of demographics — Look closely at the population numbers of the stakeholders you intend to serve and / or affect (both positively and negatively). Your goal in this step is to make sure you capture everyone who will be impacted by this project. Your needs assessment in Step 1 can be a helpful reference here. Recently, U.S. Federal Grant solicitation has been identified as additional merit criteria that the agencies will be looking at, including climate change, environmental justice, racial equity, and barriers to opportunities. Traditionally, these areas may not have been elements that ports would consider in project development and outreach activities. This is a good time to step back and put a new lens on your project with this criteria in mind. Analyze the project data — As mentioned before, determine your who, what, where, and when. For example, for an infrastructure project, do you have a schematic of the project? Do you have a “purpose and need” statement? What level are your engineering
documents (do you have a set of plans marked 10, 30, or 60 percent)? Have you done any level of environmental review? If so, there is usually a lot of great data in these documents. Does the project focus on urban or rural considerations? (Remember to check the definition of urban versus rural in the specific grant program and Notice of Funding Opportunity as it can change from year to year and program to program. Do you have specific customers that will use the project or specific services offered when completed? Identify any data gaps and make a plan to gather the lacking data. Identify stakeholders / project parties (partners) — Lastly, you want to present all relevant data and include all relevant stakeholders for the project and make sure this aligns with the potential grant program. Start to “market” your project to gain support. Prepare a public outreach plan and work with your project neighbors to gain support for the project. Based upon the previous steps, identify data and documentation needs. Identify
data gaps and / or missing statistics (for example, job estimates, detailed cost estimates, or economic impact).
7. Prepare an initial summary of the project including scope, schedule, budget, and funding plan
The next step is to prepare a project summary, commonly known as a “1 pager.” This is usually an 8”x11” sheet front and back. Elements to include are the project name, project location, short description of the project, a graphic showing the project schedule, a chart showing the budget, and a funding plan. Don’t forget to add a contact for more information on the project.
8. Demonstrate the impact of the investment
Prepare your benefit and cost analysis to demonstrate the societal benefits and costs resulting from the completion of the project. This will include preparing a monetized analysis of the benefits of the project as well as a comparison of the no-build to the build alternatives.
Photo courtesy of the Port of Bellingham
The Port of Bellingham recently received a Port Infrastructure Development Program (PIDP) Grant of $6.85 million for improvements to the Bellingham Shipping Terminal. April 2021 — PACIFIC PORTS — 35
GRANT STRATEGIES 9. Craft the story
As you refine and craft the story, it is helpful to list the problem that the project is addressing and how the project solves that problem, followed by the impacts to the community, region, and nation when the project is completed. Try to be as quantitative as possible — when specific data is not available try to qualify the results as best as you can. All of these steps can be completed before a specific funding round is announced. Once a Notice of Funding Opportunity is posted, read it carefully for eligibility, as the project sponsor as well as for the project elements. There is nothing worse than spending months on a grant application only to find you as the project sponsor or the project elements you are trying to fund are ineligible for the specific funding program. Use a prior solicitation to review the specifics of the funding program and, if time and resources are
available, prepare a draft application as a starting point.
10. Prepare the application
Once the Notice of Funding Opportunity is posted, read it carefully and diagram out the sections that are required in the grant application. If the solicitation lists the merit criteria and selection process, prepare a scoresheet to self score your draft grant application. Follow all instructions, do not assume that last year’s notice or application will
match this year’s project characteristics or requirements. Once the application is prepared, have someone who has not been working on the grant review it for content, grammar, and spelling. Does it tell your project’s story, or does it need refinement before being submitted? Make sure that you follow the submittal guidelines and deadlines. The second most common error behind not being eligible is miscalculating the grant deadline to your time zone.
Jeannie Beckett has 30 years of experience in port management, rail facilities, agricultural transfer facilities and economic analysis. Prior to taking the lead position at The Beckett Group, she was Director of Operations for the Port of Tacoma. Becket has also held several other senior roles including, Sr. Director, Inland Transportation, Sr. Director, Budget and Business Planning and Director of budget and Internal Audits.
Building partnerships throughout the Pacific APP members share a common vision:
To provide an efficient, fluid, and cost-effective supply chain in a safe, environmentally sustainable and economically viable manner...
We can help.
With a focus on collaboration, the APP encourages and facilitates best practices and professional development through networking conferences, technical workshops and strong communications.
Visit www.pacificports.org (or see page 46) to learn more about the benefits of membership.
Contact: Jane McIvor jane@pacificports.org | 1+604-893-8800 36 — PACIFIC PORTS — April 2021
ASSOCIATION OF
PACIFIC PORTS
:
PRESERVED WOOD
The remarkable history and uncertain future of preserved wood in ports By Ryan Pessah, Director of Government Relations Western Wood Preservers Institute
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hile there are some who believe it is a relic of the past, the reality is that preserved wood is — and should be — a critical part of the maritime infrastructure here in the 21st century. The very roots of preservative treating for wood harken back to maritime history. In the early decades of the 19th century, a lawyer turned inventor named John Bethell in England earned a patent on a diving apparatus to make underwater repairs on wood ships. This work led him to another perplexing maritime problem: how to keep timbers in ships from rotting. After trying a number of methods, Bethell found success with a process
Coos Bay, Oregon
The growth in preservative treating for wood expanded with the need for durable, long-lasting infrastructure in the U.S. to impregnate wood with a new distillation called creosote, and in 1838 he earned a patent for pressure treating wood. Within a few decades, the process made its way to the U.S. where it was used to protect wood in ships, port facilities and rail ties. The growth in preservative treating for wood expanded with the need for durable, long-lasting infrastructure in the U.S. What started with ships and port facilities soon moved into
emerging industries such as railroads (rail ties) and electricity distribution (utility poles). Preserved wood offered an economical and proven way of keeping these products in service while protecting them from extreme conditions.
Remarkable history
In the maritime industry, the remarkable development of ports across the Pacific during World War II and the post-war expansion thereafter was
PRESERVED WOOD Due to concerns of the past and the uncertainty of the future of preserved wood in aquatic and sensitive environments, the preserved wood industry has responded by improving performance on many different levels of protection. built upon preserved wood pilings and docks. At first, the idea was to make the wood last as long as possible, and no thought was given to the impacts of extra preservative in the environment, or the amount of wood installed. True to form, old pilings, utility poles and other preserved wood structures remain in place 50 to 70 years later, oftentimes long after their useful life or as industry has moved on. It is now clear that property values and trends change faster than preserved wood deteriorates. The modern practice of tearing down good piers, buildings, and other infrastructure along with the removal of old creosote pilings should be done with the understanding that it doesn’t change the past or solve an ecological problem. All materials should be vetted for their impact over their entire life cycle along with the project’s expected life span. For instance, what is the impact if a material is only expected to be used for 25 years instead of 50 due to rising sea levels, obsolescence, or other changes. Sustainability for ports is assured as globalization will continue to see the shipment of goods between continents and along coasts for centuries to come. Sustainability for forests in North America are assured as the industry overcomes past mistakes and embraces the need for renewable resources more than ever before. Ports that handle bulk and container shipping are trending away from exposed wood structural elements. This is mainly due to the perceived negative perception of old preserved wood that are considered an eyesore decades later, as well as government 38 — PACIFIC PORTS — April 2021
regulations intended to keep toxic chemicals from waterways. These regulations mistakenly assume zero impact from wood alternatives, which is impossible. There is no doubt that preservative treated wood exposed to ultraviolet light and water will degrade over time. Also, there will be a release of some of the preservative into the environment. Acknowledging this has led the preserved wood industry to research the potential risks and create models to assess whether the preservative release will have an impact on the environment in case-by-case scenarios. To our knowledge, no other building material does this.
Uncertain future
Due to concerns of the past and the uncertainty of the future of preserved wood in aquatic and sensitive environments, the preserved wood industry has responded by improving performance on many different levels of protection. First is the ability to select from a variety of preservatives depending on the situation and needs of the project. Today, there are five oil-borne and six water-borne preservatives available for applications in aquatic and sensitive environments.
Second is in limiting the preservative available to move into the environment with Best Management Practices (BMPs). The BMPs ensure there is little residual preservative on the surface of the wood that can migrate into the environment. Third is the availability of models that can be adjusted with site-specific data to assess selected preserved wood options and evaluate potential impacts. Fourth is the improvement of standards and treating quality control to use an appropriate amount of preservative that protects the wood while at the same time balances the protection of the environment. Lastly is the ability to create additional durability by applying polyurea coatings, fiberglass wrappings and other heavy duty means of protecting the preserved wood. The preservative treating industry’s willingness to adapt to current regulations and perceptions ensures preserved wood will continue to be an option for ports, not just in the immediate future but far into the future. As ports broaden their view to consider the entire life cycle and the sustainability of materials, preserved wood will once again become the preferred material of choice for structures. When such a shift will happen, we are not certain. What is certain is that until then, preserved wood will remain an essential part of the maritime industry. It might not be in pilings, but you will continue to find it boardwalks, piers, posts, signs, docks, fenders, decks, poles, fencing and every other application at a port.
Ryan Pessah tracks and addresses legislation and regulations proposed by government institutions in 17 western states that impact the preserved wood industry; coordinates activities with lobbyists in California and Washington state; and works directly with state departments (transportation, parks, etc.) to influence and increase production and use of preserved wood.
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NEW MEMBER PROFILE
Port of Brookings Harbor
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lready regarded as one of the most popular destinations on the Oregon coast for recreational boating, fishing, and RVing (not to mention a substantial commercial fishing fleet), the Port of Brookings Harbor will be undergoing “portaltering” changes over the next few years that will see its popularity soar even higher. With a well-thought-out strategic plan, a FEMA project grant, and State and County partners, Port Manager Gary Dehlinger and his team, along with their five-member Port Commission have prioritized a number of projects that will not only improve current infrastructure but will position the Port for expansion well into the future. With a career as a project engineer in Southern California before taking on the role of Port Manager for the past five years, Dehlinger is well-suited to see the initiatives come to fruition.
...the Port of Brookings Harbor will be undergoing “portaltering” changes over the next few years that will see its popularity soar even higher. Background
Situated at the mouth of the Chetco River, just north of the California/ Oregon border, the Port of Brookings Harbor can trace its roots back to the turn of the 20th century when the Brookings Lumber and Box Company built the town around its lumber manufacturing plant and shallow-water harbor. Fast forward 100 years and lumber has been replaced by a robust commercial fishing industry along with a 520slip marina, a sizeable RV Park, over 30 retail shops and restaurants, and storage and receiving-dock leases. Through the 2010s, the Port saw more than its share of natural disasters. Having
just recovered from a tsunami in 2011, the Chetco Bar Fire in 2017 burned over 191,000 acres of surrounding land, leaving loose soil on the slopes. Two subsequent rain events in 2019 made short work of the slopes and brought down about 40,000 cubic yards of sediment. “The events were declared disasters and we were able to access FEMA funding to assist with dredging, reconstruction and repair,” said Dehlinger, adding that additional grants, loans, and partnerships round out funding solutions that will allow the Port to implement an ambitious action plan that will see significant improvements to the marina and RV park as well as a new wastewater
April 2021 — PACIFIC PORTS — 39
NEW MEMBER PROFILE On the horizon
treatment plant, new stormwater drainage, paving, and more.
Current activity
As noted above, the Port of Brookings Harbor focuses on four main activities — a commercial fishery (with a state-ofthe-art fish processing plant), a recreational marina, an RV Park, and a retail centre. While the retail sector has struggled during COVID-19 restrictions, Dehlinger noted that they were, for the most part, holding their own. “It’s been a challenge but, with the exception of a couple of losses, they have been surviving,” he said, adding that the commercial fishing industry has also taken a hit. On the flip side, the Port has seen a boom in recreational boating and RV activity during COVID. “In 2020, we recorded the most launches we’ve ever had at the marina and, following a month or two of closures last spring, saw a huge influx of people travelling by RV,” Dehlinger said. And with a “Clean Marina” designation from the Oregon State Marine Board, the Port’s best management practices, contingency plans for spills, two pump-out stations and a catch basin provide the assurance for tenants that the Port of Brookings Harbor is dedicated 40 — PACIFIC PORTS — April 2021
to an environmentally sustainable operation. Just in time for the 2021 spring boating season, the Port has almost completed work on its fuel dock with the replacement and restoration of the access pad as well as repairs to the transient and work dock. In addition, the Port will soon start on improvements to the RV Park facility, including a refurbished restroom, upgrades to the electrical system to meet the needs of bigger rigs, and six to eight new, premium oceanfront sites. Other initiatives already in the planning and permitting stages are keeping the team busy. Through the FEMA project grant, the Port is working on repair and reconstruction of the west, south and east embankments and are also planning on purchasing a small dredge to accommodate dredging Basins 1 and 2. With 20-, 30-, and 40-foot slips available, Dehlinger noted that they are not expecting an increase in the size of vessels at the marina but rather, will be maintaining their 14-foot draft to continue to allow vessels with a 12-foot draft easy access. Dehlinger expects to start working on these projects by the Winter of 2022 with a three-year time frame for completion.
With the most urgent projects for the Port already in various stages of implementation, Dehlinger and the Port Commission have outlined an action plan that spans over the next decade. In the short term (one to five years), the Port is working through the permit approval process and funding requirements for a new wastewater treatment plant. “The priority will be for the plant to service the marina but, depending on the budget and funding plans, we would like to extend it to the whole town of Harbor, tying it in with our processing plant,” said Dehlinger, adding that the process has a significant number of required regulations that will take time to work through. Other high priorities for the Port include improvements to stormwater drainage as well as paving of the commercial storage area, parking areas, and areas of the RV Park. The Port is also working with Curry County officials to put in a sidewalk that lines Harbor Road as well as the addition of roundabouts to improve traffic flow. “These projects will change the look of the port pretty drastically,” he said. “By creating drainage and asphalt surfaces that allow for building-ready surfaces, we’ll be putting the Port in good stead for future expansion.” Looking further out to the five-to10-year-and-beyond timeframe, plans include a third retail/professional building, expansion of the boardwalk, additional self-storage buildings as well as new public amenities, an upgraded boat yard and even more improvements to the RV Park. “Our goal is to continually develop the port to be able to accommodate growth,” said Dehlinger. “Brookings Harbor enjoys a healthy commercial fishing sector and a great reputation for recreational fishing events as well as being a premier destination for tourists coming by boat or RV. We see great potential in developing these sectors even further.” We here at the APP agree.
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NEW MEMBER PROFILE
GCT Global Container Terminals Inc.
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CT Global Container Terminals Inc. (GCT) is the latest terminal operator to be welcomed as a member of the Association of Pacific Ports. With four terminals — GCT Vanterm and GCT Deltaport in British Columbia, Canada; GCT Bayonne in New Jersey, and GCT New York on Staten Island — GCT’s presence on both the East and West Coasts of North America serves the top container carriers in the world, abiding by the values of ‘safety, pride and professionalism.’ “These are more than just words for us,” Marko Dekovic, Vice President, Public Affairs told the APP as we welcomed them to the Association. “They drive every action, innovation, and success at GCT and are the principles upheld by our leadership, staff, and workforce to provide best-in-class service to our customers and stakeholders.” Indeed, a quick review of their history, current activities and future goals bears this out.
GCT Vanterm
“Everything we do at GCT revolves around safety and ensuring that anyone interacting with our facilities is kept out of harm’s way...” Background
Headquartered in Vancouver, Canada, GCT Global Container Terminals Inc. can trace its history back to 1907 in the Port of Vancouver and 1972 in the Port of New York and New Jersey. The company has three major institutional investor-shareholders with majority ownership in Canada — the Ontario Teachers Pension Plan, British Columbia Investment Management Corporation, and IFM Investors based in Australia. GCT Canada is one of Canada’s largest maritime employers and has played a key role in developing Canada’s Pacific Gateway. GCT Deltaport, Canada’s largest container terminal in Canada’s largest port, is an 85-hectare (210-acre), state-of-the-art terminal
supported by an 1,100-metre (3,609foot) contiguous berth, 12 ship-to-shore cranes, capable of welcoming the largest transpacific container vessels calling on the tradelane. GCT Deltaport boasts a seamless ship-to-rail transfer with 8,334 metres (27,350 feet) of on-dock rail. GCT Vanterm is a 31-hectare (76acre) container terminal with 619 metres (2,030 feet) of berth, 7 shipto-shore cranes, (with two new cranes added into service in 2021) a modern fleet of container handling equipment, and an on-dock intermodal rail yard with nine tracks totaling 2,962 metres (9,600 feet). GCT’s East Coast operations were established first with GCT Bayonne in 1972, and then with GCT New York
Photo courtesy of GCT
April 2021 — PACIFIC PORTS — 41
NEW MEMBER PROFILE
GCT Deltaport
Photo courtesy of GCT
“...we’re doing what we’ve historically always done — investing and innovating to ensure we have the capability to handle whatever comes our way.” in 1995. GCT Bayonne, designed to service the largest vessels operating on its tradelane, sits on 67.6 hectares (167 acres) with an 823-metre (2,700-foot) berth and a 15.2-metre (50-foot) draft. It is one of the most technologically advanced facilities in North America, boasting the highest productivity in the New York/New Jersey harbor. The new GCT Bayonne ExpressRail Port Jersey provides fast, seamless connections to inland destinations across North America. GCT New York operates on 85 hectares (210 acres) with a ship berth length of 918.1 metres (3,012 feet) and six ship-to-shore cranes, 24 paperless, computerized truck gates (and the first on the East Coast to introduce a comprehensive truck appointment system), and a dedicated rail service. 42 — PACIFIC PORTS — April 2021
Current trends and activities
“There are a lot of knowns and unknowns with COVID-19 and some dramatic changes in the cargo logistics system,” said Dekovic, “but we’re doing what we’ve historically always done — investing and innovating to ensure we have the capability to handle whatever comes our way.” Like all ports across North America, GCT terminals experienced a significant slow down in the first half of 2020, followed by a strong uptick in the second half, leading to a worldwide logistics imbalance. GCT rose to the challenges that the pandemic brought with it — an increased demand for goods from overseas that resulted in container shortages and congestion — and finished 2020 with a year-over-year increase in throughput despite the difficult first half.
Through it all, GCT has continued to live by mission values (safety, pride, professionalism) that have driven their success over many decades. Looking at just the last few years, GCT has won numerous awards and met significant milestones that highlight their commitment to staff, customers, the community, and the environment. “Everything we do at GCT revolves around safety and ensuring that anyone interacting with our facilities is kept out of harm’s way,” Dekovic said. “This approach has driven many of our innovations including the recent expansion projects at GCT Deltaport and GCT Bayonne that introduced semiautomated machinery and a redesigned terminal complex.” GCT’s implementation carefully considers the impact on workforce but, noted Dekovic, the safety benefits realized are an important part of the ESG (environmental, social and governance) strategy, even winning an international ICHCA award for innovation in safety for the removing the interaction between machinery and
NEW MEMBER PROFILE human beings in the GCT Deltaport intermodal rail yard. And when it comes to the environmental part of their ESG strategy, GCT has demonstrated a consistent dedication to supporting the Vancouver Fraser Port Authority’s goal of becoming the world’s most sustainable port. Having joined Green Marine in 2014, one of the first terminal operators on the West Coast to do so, GCT has exceeded required certification expectations every year, putting them in the “Excellence and Leadership” level in almost every area and receiving special recognition for their leadership in emission reductions. They also became a Climate Smart-certified company in 2018. Awards for continually demonstrating their commitment to the environment have included Clean50 Top Project and Green Business of the Year awards. Not to be outdone in their pursuit of environmental leadership, GCT has been a proud supporter of community programs that align with their values and drive positive outcomes, including child and youth support, education, and
GCT New York
Over the last decade, GCT has incrementally increased capacity at all of its terminals and Dekovic expects that to continue. development; health and safety; community economic development; and environment and sustainability.
Continued growth on the horizon
Over the last decade, GCT has incrementally increased capacity at all of its terminals and Dekovic expects that to continue. Whether that increase has come in the form of deepening the draft at its berth to accommodate larger ships, as was done at GCT New York, introducing modern equipment, and introducing a comprehensive truck appointment system to improve cargohandling speed as was done at GCT Bayonne, continued implementation of innovative systems and technology have allowed GCT to increase throughput without expanding beyond existing footprints. And while capacity has increased with each new project, emissions have
been reduced and impacts on the surrounding environment mitigated. GCT’s two Canadian terminals have also undergone significant modernization projects. In 2019, GCT invested $160 million to densify and modernize GCT Vanterm. Through increasing container handling capacity by approximately 25 per cent within its existing footprint, they not only significantly reduced greenhouse gas emissions but also created about 1,200 new direct and indirect jobs. As part of the modernization project, two modern 14,000 TEU capable ship-to-shore cranes — the most advanced in North America — were delivered in 2020. The cranes are electrically powered, feature regenerative drives that can provide power back into the grid and high-efficiency LED lighting. They also reduce glare and light pollution along with features intended to reduce operational
Photo courtesy of GCT
April 2021 — PACIFIC PORTS — 43
NEW MEMBER PROFILE noise and have been painted a cloudwhite colour to mitigate daytime skyline visibility. The cranes, along with other equipment upgrades and process improvements, will improve safety for the workforce, increase terminal capability, and reduce equipment emissions by 55 per cent —all within the same footprint. In 2020, GCT Canada announced the completion of the final two tracks of the GCT Deltaport Intermodal Rail Yard Expansion Project, making the terminal the most efficient and capable ship-to-rail discharge facility in the world. The Project is the second, $300-million privately funded stage of the multi-phased Deltaport Terminal Road and Rail Improvement Project (DTRRIP), a collaboration with the Vancouver Fraser Port Authority and the Province of British Columbia. The densification approach to this project demonstrates GCT’s commitment to increasing capacity within its existing
GCT Bayonne 44 — PACIFIC PORTS — April 2021
footprint and minimizing operational and environmental impacts on the surrounding community. GCT Canada has also been advancing its way through the regulatory process for the GCT Deltaport Fourth Berth Expansion (DP4) project, a sustainable, phased, and privately-funded incremental expansion of the existing footprint to add a fourth berth, delivering capacity when needed while minimizing impacts on neighbours, environment, Indigenous fishing grounds, and the workforce. The project would increase capacity at the terminal by two million TEU per annum. Following extensive public and stakeholder engagement that began in 2019, GCT, filed the required regulatory documents in 2020 to the Impact Assessment Agency of Canada and the BC Environmental Assessment Office. Following this, GCT engaged in additional public and indigenous consultation. With the results of the consultation
provided by the regulators, GCT is now in the process of submitting the next set of required documents to the regulators. The process, including an environmental assessment, permitting, and construction phases, is expected to be ongoing through to 2029 when the first phase of operations are scheduled to start. Running on a parallel course, GCT Canada and the Vancouver Fraser Port Authority are in the middle of a judicial review over the Port Authority’s alleged bias in refusing to accept the DP4 Project documents in favour of their own proposed Terminal 2 Project at Roberts Bank. The outcome of the review is expected sometime late in 2021/early 2022. In welcoming GCT to the Association, we look forward to sharing more of their best practices and innovations that highlight their leadership in the many aspects of terminal operations. PP
Photo courtesy of GCT
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NEW MEMBER PROFILE
Pavement Technical Solutions, Inc.
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he Association of Pacific Ports is pleased to welcome Pavement Technical Solutions, Inc. (PTS) as our newest Associate Member. Established in 2010 by President Brian J. Orandello, PTS is a full-service pavement engineering, management, inspection, testing, and evaluation firm known for its ability to provide innovative engineering solutions to a diverse array of clients around the world. In speaking with Vice President Rob Dodson, APP was impressed with the breadth of knowledge, expertise, and professional approach to developing cost effective solutions for their clients. While the main office for PTS is located in Ashburn, Virginia, with another office in West Virginia and one in Hawaii, staff are spread out across the U.S. “When we find the right person, we’re not as concerned about having them get to an office as we are with their skills,” said Dodson, noting that the international nature of the business will usually take them to destinations all over the world, including Japan, Guam, the Bahamas, Cayman Islands, Trinidad, Northern Marianas, and, of course, many locations in the U.S. Combined, the core PTS team has over 200 years of experience. Orandello has a 28-year track record of successfully managing projects — from conceptualization to completion — focused on airports, seaports, roadways, and military and government installations. Likewise, Dodson is a highly successful Geotechnical and Pavement Engineer with over 28 years of experience in project management; preparation of technical and geotechnical reports; field surveillance of subsurface exploration programs for a range of transportation projects; materials testing and evaluation; utilization of geotechnical instrumentation and monitoring programs; analysis of subsurface conditions;
Dodson was quick to point out that pavement is just like any other asset that requires monitoring and planning preventative maintenance and rehabilitations. development of recommendations for both shallow and deep foundations; landslide remediation; and more. Staff under Orandello and Dodson are equally skilled. At the core of PTS’ services is pavement evaluation and engineering. “This is our primary niche market,” said Dodson, “but we offer a range of other services to allow clients to optimize the decision-making process on rehabilitation and repair options, maintenance, and associated costs to maximize their available resources.” Indeed, Dodson was quick to point out that pavement is just like any other asset that requires monitoring and planning preventative maintenance and rehabilitations. “Having a monitoring cycle in place helps to avoid surprises. Undertaking regular maintenance and keeping track of the pavement network condition so that a small problem doesn’t become a big one and having that built into annual budgets is a smart management decision that will stretch out the life of the pavement.” Using one of their larger, on-going projects as an example — the U.S. Army Garrison in Oahu, Hawaii — Dodson and the PTS team have spent the last 20 years providing pavement management services that cover 14 different installations with 600 lane miles of pavement. “While ports and terminals might not have the same straight mileage, they still must maintain thousands to millions of square footage of pavement,” he said, adding that the daily traffic of heavy trucks, reach stackers, and rubber tire gantry cranes place significant loads on the pavement.
When asked about trends in technology that might benefit pavement management, Dodson noted that, while video/drone inspection and digital imagery is continually being refined and can provide some cost benefits in the right situations, manual “boots on the ground” inspections are the best option for terminals and airports. “For a container port, for example, there’s so much going on — different types of equipment and vehicles, and different schedules for various areas — that manual inspections are still the best options for pavement management.” He did point out that GIS mapping to allow a client to point and click on a section of the facility was useful in determining future needs. “Through regular monitoring, we’re able to determine and anticipate future needs,” he said. “This is key to ensuring that there will be a budget in place when it’s needed.” Another aspect of pavement management that the PTS team considers when planning out a project is the type of material to use. “There are some methods to toughen industrial pavements, for example, adding metal April 2021 — PACIFIC PORTS — 45
Photo courtesy of Pavement Technical Solutions
NEW MEMBER PROFILE
For large civil international airports, PTS is able to perform HWD testing to simulate the moving wheel load of large trucks, cranes, and large aircraft.
fibers to concrete,” Dodson said. “especially for areas where heavy tracked equipment is frequently used.” He went on to say that PTS is continually tasked with developing strategies and recommendations that require creative solutions. “No two facilities and their operations are the same and each project requires us to carefully evaluate, design and provide the most effective option that will meet our clients’ needs.” And whether the project involves coastal or inland terminals, airports, or heavy industrial facilities PTS brings the same level of critical thinking and high-quality results to all jobs. “We’re a small niche, very specialized company that prides itself in the level of service we provide to our clients who call on us for both long-term and short-term needs,” Dodson said. For more information about Pavement Technical Solutions, their services, and their experience with many different types of projects, visit: www.pavementtechsolutions.com.
APP MEMBERSHIP BENEFITS Are you taking advantage of many benefits of the APP? Call or email Jane McIvor: 604-893-8800 / jane@pacificports.org to discuss. As drivers of economic growth, facilitating trade and generating thousands of jobs, ports of the Pacific Ocean share a common vision: To provide an efficient, fluid, and cost-effective supply chain in a safe, environmentally sustainable and economically viable manner. The Association of Pacific Ports (APP) assists Member Ports in achieving this vision by enabling the sharing of best practices and lessons learned, peer-to-peer networking, and professional development. Supported by Associate Members who provide a diverse range of solutions for both port operations and management, the APP is building partnerships throughout the Pacific. APP member benefits provide a number of vehicles for you and your colleagues to network, promote best practices and raise awareness of challenges and opportunities. Industry Representation and Collaboration — in addition to working with like-minded organizations on initiatives that improve facets of your business and the maritime industry, the APP participates in government and industry forums as well as key industry events (e.g., Clean Pacific, GreenTech, Seatrade, Pacific Marine Expo), not only to provide representation for Pacific Ports but also to ensure important information is shared throughout the membership. Networking — through conferences and workshops, the APP provides opportunities for you to meet your counterparts from around the Pacific, learn through the sharing of best practices, and to develop life-long relationships with your peers. Promotional opportunities
46 — PACIFIC PORTS — April 2021
for Associate Members are also a key part of our agendas through presentations, distribution of materials, and table-top displays designed to heighten awareness of your products and services. Communications & Marketing — all members are invited (and encouraged!) to: • Submit articles, press releases and activity updates for Pacific Ports Magazine as well as our semi-monthly e-news updates and our frequently updated website. Not a writer? That’s okay, we can help. • Three months free web banner advertising on pacificports.org as well as six e-news banner ads (with greatly discounted rates for additional advertising). • Discounted rates for advertising in Pacific Ports Magazine. • Opportunities to present at APP Annual and Winter Conferences. • Participation on themed panel workshops.
Contact Jane McIvor (jane@pacificports.org / 604-893-8800) to discuss your priorities and ideas.
ASSOCIATION OF
PACIFIC PORTS
www.pacificports.org
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NEW MEMBER PROFILE
Salus Resources Inc.
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he Association of Pacific Ports is pleased to welcome Salus Resources as our newest Associate Member. With extensive experience in environmental impact analyses, President Zach Hughes described the company’s unique skillset that assists clients with projects involving the Endangered Species Act (ESA), the National Environmental Policy Act (NEPA), and the Marine Mammal Protection Act (MMPA). His specialty is sound impact analysis. “We’ve done over 200 ESA consultations directly and more than 100 that included sound impact analysis,” he said, adding that much of his work involved infrastructure projects for governments and ports. Hughes spent five years in the U.S. Coast Guard before obtaining his Bachelors Degree in Environmental Science and a Certificate in Restoration Ecology from the University of Washington as well as his Masters in Sustainability from Arizona State University. Before setting up his own consulting firm in 2016, he worked for NOAA Fisheries in Washington State for over five years. The experience with NOAA as well as his time in the USCG has afforded him great familiarity with the Pacific Northwest and Alaska regions. In addition to offering environmental impact analysis services for businesses, non-profits, state agencies, and the federal government, Salus Resources offers custom tool development using Geographic Information System Mapping with online interfacing for environmental analysis and project management. “We use GIS for modelling as well as PHP and MySQL which allows us to integrate databases and bring in a lot more information,” said Hughes. “From that, we can perform analysis directly with the data online that includes an interactive component for clients.” Indeed, Hughes noted that the interactive features for
clients was key for projects involving ESA requirements to be able to build an administrative record. Another key area that speaks to Hughes’ expertise revolves around acoustic monitoring. Pile driving, for example, is an activity that will often require mitigation actions. “There are a number of different methods available to mitigate the impact of sounds,” said Hughes. “We’ll identify the impact, but we’ll also provide recommendations on how to mitigate the effects.” Importantly, we can also expertly anticipate how the National Marine Fisheries Service will interpret sound effects, which can really help facilitate permitting that requires an ESA and obtaining incidental harassment authorizations under the MMPA. This can help prevent having to change project plans at the last minute or come up with new plans for protected species observers. And whether it’s a small port with a few piers or a larger one with thousands, Salus is able to take on the project. Related to mitigation, Hughes and the Salus team will often act as a liaison between the client and NOAA. “There are usually a number of remedies available to a port that will meet the goals of NOAA, anything from understanding the timing of wildlife runs to compensatory mitigation methods,” he said, adding that more often than not, there are ways to bring both parties together to achieve common goals. “The way they talk to each other can adversarial even though their goals don’t really conflict. They’re not really that far apart but the value we bring to the project is in how we can relate to both the client and the government agency, being able to communicate effectively and constructively between the two different positions.” Whether Salus takes the lead in a project or contributes as part of a larger team, Hughes is comfortable with either role. To give just a few examples,
he described being brought in to undertake components of larger projects with such companies as HDR Engineering where the company has taken on the acoustic segment or contributed to an Environmental Impact Study. He also described a larger project where they are working with FEMA in Oregon on a national flood insurance implementation program. “NOAA Fisheries found that FEMA’s process was jeopardizing a number of fish species so a whole different strategy was needed, and we’ve been facilitating that process. There’s been a lot of stakeholder outreach and working toward build a plan for recommendations that will work with the 250-plus communities affected. There are a large number of factors — political, environmental, etc. — and it’s our job to come up with strategies and options that work for everyone.” In summing up, Hughes was pleased to be joining the APP to be able to expand his network and apply his skills in new regions and tasks. “We’d like to do more work on the Pacific Coast and Hawaii as well as take on more projects that allow us to get more involved in permitting processes,” he said. “Our skills in building online tools, conducting outreach exercises, managing data and analysis as well as mitigating designing projects have been successfully applied for a number of clients and we look forward to working with the APP to be able to offer these to a greater audience.” For more information about Salus Resources, visit www.salusresources.com. April 2021 — PACIFIC PORTS — 47
: NEW MEMBER PROFILE
MarineLabs Data Systems Inc.
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ith a Master’s in Mechanical Engineering, and a PhD in Ocean Wave Energy and Ocean Engineering, CEO Dr. Scott Beatty’s decision to establish MarineLabs Data Systems Inc. — realtime coastal intelligence for marine domain awareness — was the logical next step in a career focused on ocean engineering and wave energy research. “After University, I consulted for organizations that were interested in converting waves to energy — for example, the U.S. Department of Energy,” said Beatty. “It didn’t take long for me to realize that there was a significant lack of data that could assist in ship and maritime safety as well as for validation of predictive modelling of climate change impacts.” Possessing both the vision and the skills, Beatty set about creating the core technology that monitors wind and waves with solar-powered sensors mounted on buoys and Aids to Navigation (AtoN). Enter an exceptional team of software and engineering
CoastScoutTM is a sensor that can be mounted on buoys and transmit every wave and every gust of wind to the cloud where the data is accumulated and accessed by clients through a subscription-based account... leaders, including a few former NASA staff — and MarineLabs with their CoastAwareTM product was born.
The technology
The ability to measure wind and wave action is a technology that has been advancing over many years. “Most measurement buoys in the past were designed to be these super rugged, huge pieces of equipment with satellite connectivity that can be placed anywhere in the ocean,” Beatty said. “But 90 per cent of shipping is within a 10 kilometre-radius off the coast, requiring nothing more than cell coverage.” This was the starting point for MarineLabs — to be able to capture more data, at higher resolutions, with much more frequency than traditional weather
monitors and accessible by anyone with an internet connection. The hardware — CoastScoutTM — is a sensor that can be mounted on buoys and transmit every wave and every gust of wind to the cloud where the data is accumulated and accessed by clients
CoastScoutTM sensors can be located wherever needed with options available to use the existing fleet; convert existing navigational aids into real-time data locations; or commission a new data location as required. 48 — PACIFIC PORTS — April 2021
NEW MEMBER PROFILE through a subscription-based account with a simple user interface that can be standardized and fed into any system, whether it be for web, mobile or even integrated into an existing API (application program interface). At present, MarineLabs has sensors installed in buoys in Nova Scotia, San Diego, and the span of the Canadian West Coast, from Victoria to Prince Rupert. Given that there are over 10,000 buoys in Canada, and over 65,000 in the U.S., MarineLabs is able to use these existing aids to navigation through developing relationships with Coast Guards. “Both the Canadian Coast Guard and the U.S. Coast Guard see the benefit of real-time data that can greatly enhance decision making, especially for operations like rescue missions. Through agreements to exchange data in return for permission to install CoastScoutTM sensors on Coast Guard buoys, we’re able to achieve a wide coverage of the coast,” Beatty said, adding that each sensor is calibrated to account for the unique “bobbing” characteristics of each buoy.
A better mousetrap
The appeal of CoastAwareTM for organizations like ports, pilots, government, and research agencies cannot be understated. Most notably, as a subscription-based service, clients are not burdened with maintenance costs. The ability to receive real-time information in high resolution (as much as four times faster than traditional government weather services) is especially useful for pilots trying to make a go/ no-go decision for service or for ports managing just-in-time arrivals. The value of CoastAwareTM for ports is equally enticing. “Many ports are moving toward real-time or predictive modelling for issues like tides for dynamic under-keel clearance,” said Beatty. “CoastAwareTM is a powerful tool that allows them to plug in data that validates the modelling.” Indeed, MarineLabs is currently working on an interface that will have the ability to integrate the predictive modelling with real-time data, allowing port managers to see where true measurements are falling outside of the scope of models. Clients with coastal engineering requirements are also seeing the benefit of being able to draw on historical data that can be used to consider climate resilience and a greater understanding of the impact of sea level rise. “For example, BC Ferries has been using some of our data to analyze a location where they are planning berth upgrades,” said Beatty. National governments and environmental non-government organizations have also expressed interest in this type of information.
The future
As noted above in the example of ports focusing more and more on predictive modelling, MarineLabs is continually working on advances that serve to increase value and
The CoastAware platform offers access to real-time measurement and historical analysis of wind, wave, and marine traffic data. usefulness of the information. “Our overarching vision is to have a sensor on every buoy maintained by Coast Guards to allow for optimized coverage of the coast,” Beatty said, adding that they are also working with customers who have a need to monitor inland waters. “Each port, and each customer, has a different set of needs — whether it is a marina on a lake, or a national government focused on hurricane activity — and our ability to meet those needs continues to be borne out.” New developments in sensor technology are providing more opportunities for new features to be incorporated into the CoastScoutTM sensors such as fog sensors and wake attributions from ships that can be tied to AIS platforms (“very useful for a port who wants to catch a ship speeding out of the harbour”). From optimizing decisions for safe operations, to validating models, measuring climate change impacts, and even providing more detailed information for just-in-time arrivals, MarineLabs’ subscription-based, coastal monitoring is proving its worth. “We had one client tell us that the subscription costs were more than covered with the avoidance of just one incident.” The future looks bright for the team at MarineLabs. For more information, visit www.marinelabs.io. April 2021 — PACIFIC PORTS — 49
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