Pacific Ports - Volume2, Issue 1, January 2021

PACIFIC P RTS Volume 2 Issue 1

www.pacificports.org

January 2021

Port Projects

Port Alberni | Skagit | Newport

ASSOCIATION OF

PACIFIC PORTS

Today’s Harbour Master Ensuring safety, security, and environmental protection

Port State Control An ideal of cooperation

Best Practices

Abandoned vessels: The bane of ports everywhere

PACIFIC P RTS

January 2021

CONTENTS

Volume 2 Issue 1

39 PORT PROJECTS: NEWPORT Port of Newport embarks on infrastructure improvements

By Angela Nebel

42 MARITIME COMMUNITY

WSP: A key partner in Canada’s Pacific maritime community

44 MARITIME COMMUNITY 4

APP EXECUTIVE COMMITTEE

5

EXECUTIVE DIRECTOR’S NOTE

By Jane McIvor

6

PORT NEWS News briefs from APP members

13 COLLABORATION

Association of BC Marine Industries and APP announce collaboration agreement

14 BEST PRACTICES

28 PORT STATE CONTROL An ideal of cooperation

By Jeffrey J. Smith

30 ENVIRONMENT

Three options for a greener port

33 PORT PROJECTS:

Interferry Voice of the ferry industry

NEW MEMBER PROFILES:

46 Port of Valdez 48 Northern Economics Inc.

PORT ALBERNI

49 Innovative Manufacturing Inc.

Port Alberni builds the case for a floating dry dock

51 Albion Marine Solutions

37 PORT PROJECTS: SKAGIT Broadband The bold idea of a better way

By Linda Tyler

52 PortLink 53 APP MEMBERSHIP BENEFITS

Abandoned vessels The bane of ports everywhere

18 PANDEMIC RESPONSE

Taiwan ports successfully manage response to COVID-19

22 PORT SAFETY

Port safety and risk management

By Captain Brian Tuomi

25 HARBOUR MASTERS

Today’s harbour master Ensuring safety, security, and environmental protection

On the cover: Port of Long Beach’s new replacement bridge (photo courtesy Port of Long Beach); Above (top): Port of Newport, Oregon (photo by Ken Gagne); Above (bottom): Port of Keelung, Taiwan January 2021 — PACIFIC PORTS — 3

Association of Pacific Ports 2020/21 Executive Committee

PACIFIC P RTS January 2021 Volume 2/Issue 1 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 Randa Coniglio, 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 — January 2021

Contributors Jenessa Ables Kirsten Behnka Chaio Ying Chen Kris English Adam Eweida Mike Fisher Zoran Knezevic Captain Yoss Leclerc David McCormick Jane McIvor Angela Nebel Chris Richardson Jeffrey J. Smith Jeremy Talbott Captain Brian Tuomi Linda Tyler Evgeny Vdovin Ann Wu Sergiy Yakovenko 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 BNAC Environmental Solutions................................................................................... 32 Canadian Maritime Engineering................................................................................. 35 Liebherr................................................................................................................................BC Port of Nanaimo................................................................................................................ 11 Port of Skagit...................................................................................................................... 13 Shey-Harding Executive Search.....................................................................................7

EXECUTIVE DIRECTOR’S NOTE

Seizing the opportunity

B

y now, you’re likely realizing that I’m a big fan of clichés. Lately, my favourite has been: “This too shall pass.” It works for all occasions, none more so than the current situation in which the world finds itself. However, simply saying “this too shall pass,” and then waiting for a new day is an illthought-out strategy. Leaders from all parts of the globe and in all industries must use this time wisely.

Which leads to my next favourite cliché: “With change, comes opportunty.”

And whether that opportunity presents itself as a short-term gain to supply a good or service currently in demand,

or whether the present circumstances highlight deficiencies in existing plans, or even if your efforts must be redirected to focus on resiliency, opportunities can always be found if sought.

As you’ll read herein, many of APP’s members haven’t slowed down in the least. The Port of Long Beach opened a new bridge, the Port of Newport has started on infrastructure improvements, the Port of Port Alberni has developed a business case for a new floating dry dock, and the Port of Skagit hasn’t lost any time in pursuing a countywide fiber optic network.

Yes, plans might have to be altered to

accommodate physical distancing or increased heath safety measures, but work continues undaunted.

If there is one message to take away from this issue of Pacific Ports Magazine, it is that opportunities can always be found, even in the most unusual of circumstances or in the most unlikely places, and they must be seized when you see them. One last cliché from the great Milton Berle to sum up: “If opportunity doesn’t knock, build a door.” And it’s great to see so many members doing just that.

I hope you enjoy the read.

— Jane McIvor

APP PORT MEMBERS

January 2021 — PACIFIC PORTS — 5

PORT NEWS

New Long Beach bridge lights up the sky

6 — PACIFIC PORTS — January 2021

Photos courtesy of the Port of Long Beach

C

alifornia’s first cable-stayed bridge for traffic into the Port of Long Beach — the replacement for the 50-year-old Gerald Desmond Bridge — was opened to great fanfare in October 2020. Just over two months later, energy-saving LED lights were turned on for the first time to illuminate the two 515-foot-tall towers and 80 cables holding the main span portion of the nearly two-milelong bridge. The lights provide a visual reminder of the importance this vital transportation link has to international trade and regional commerce.

“We all know the Port of Long Beach is incredibly important to our local and national economy. Thousands of people depend on these good-paying jobs. This bridge connects us to our neighbors in Los Angeles and across the country,” said Long Beach Mayor Robert Garcia.

“We couldn’t be more excited that this bridge is going to light up every single night. This will be very visible as folks come in and out of our great city.”

Harbor Commission President Frank Colonna said a lighted bridge should offer hope for a brighter 2021 and beyond. “These extraordinary lights represent our courage and determination.

These magnificent lights shine on our city as a beacon of hope. This new bridge signals our confidence in a strong economic future for our Port, our city and the greater Southern California region.”

Mario Cordero, Executive Director for the Port of Long Beach, said the colored lights will offer an entirely new look for the international shipping complex, which has seen record months for container cargo shipments. “I believe our well-lit bridge will serve as a beacon to many ships from around the world that come to the Port of Long Beach.”

The lights will also provide Southern California a constant reminder of special days, Cordero said. “We have 27 different color combinations to be used at various times of the year — either

The replacement for the aging Gerald Desmond Bridge has been built to last for at least 100 years. to mark holidays, special awareness moments or even to celebrate our World Series-winning Los Angeles Dodgers.”

The new bridge also offers greater resiliency in an earthquake and a 100year minimum lifespan. The new bridge, which will eventually be named through legislative action, is one of the tallest cable-stayed bridges in the United States and the first of its kind in California.

The bridge is a joint effort of Caltrans and the Port of Long Beach, with additional funding support from the U.S. Department of Transportation and the Los Angeles County Metropolitan Transportation Authority (Metro).

The lighting of the bridge is the culmination of seven years’ of work to replace the aging Gerald Desmond Bridge. Work began in 2013 with a complex operation to clear obstructions from the new bridge’s path, including nearly two dozen active and abandoned oil wells

buried deep in the soil. The new bridge required a massive foundation, given there is no bedrock near the surface.

Crews drilled and constructed 352 eightand six-foot diameter concrete and rebar piles that were nearly 180 feet deep. The right-of-way work also required realigning large underground utility lines — a process that sometimes required freezing the ground to prevent intrusion from the groundwater table — as well as overhead power lines.

With more efficient ramps and turning lanes, the new bridge will provide a seamless, efficient transition to and from the southern terminus of the 710 Freeway at the east end of this major transportation link, and an integrated connection to State Route 47 and Terminal Island at the west end. The project features California’s first-ever “Texas U-turn,” a non-signaled undercrossing that enables continuous travel for trucks and cars.

INDUSTRY BRIEFS

Taimalelagi, Dr. Claire Tuia Poumele retires

I

t is with the very best of wishes for a long and healthy retirement that the Association of Pacific Ports bids farewell to Taimalelagi, Dr. Claire Tuia Poumele. As a past President of the APP, Dr. Poumele was a dedicated leader for the Association in 2016, including serving as host of a very successful Annual APP conference in American Samoa.

Dr. Poumele was appointed in 2013 as the first female Director of Port of Administration, serving for eight years as a Governor’s Cabinet member, overseeing both the Port of Pago Pago and the Pago Pago International Airport. Her intellect and inspiring leadership elevated the value of the Port in the territory and with federal partners, namely FAA, TSA, USCG and Maritime Administration.

Prior to her tenure as Director of the Port of Administation, she spent 34 years in the Department of Education and served as Director of Education from 2007-2011. She earned a Bachelor of Science Degree and Master of Education from the University of Portland, and an Ed.D in Higher Education from Brigham Young University in 1983.

One of her notable attributes as a leader in both education and port affairs was her drive to promote professional development in the workforce. Teacher and leadership programs in

Taimalelagi, Dr. Claire Tuia Poumele education and training activities for maritime crew, airport firefighters, airport law enforcement and port security served to strengthen the services provided in the Territory. Her leadership and achievements with Port Administration will be touted for years to come.

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• 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

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o o o o

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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

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“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

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January 2021 — PACIFIC PORTS — 7

INDUSTRY BRIEFS

Port of San Diego selects Joe Stuyvesant as next President and CEO

T

he Port of San Diego Board of Port Commissioners has selected Joe Stuyvesant to serve as its next President and Chief Executive Officer (CEO). Stuyvesant, who currently serves as Executive Director at Navy Region Southwest, is considered the top candidate among hundreds of applicants after a vigorous nationwide search that began in September. His contract is anticipated to be ratified at the January 19, 2021 Board meeting and it’s expected that Stuyvesant will assume his duties February 1.

“The Board and I are thrilled to announce the selection of Joe Stuyvesant to lead the Port through what will continue to be a challenging time as the Port and the world navigate through the pandemic and its toll on people, businesses, and communities,” said Chair Ann Moore, Board of Port Commissioners.

“His character, skills, experience and demeanor will serve us well as we move forward with major projects and recover from budgetary constraints.”

Stuyvesant served in the United States Navy for 30 years, after graduating with a BBA from the University of New Mexico. He earned an MBA in finance from the University of San Diego. His primary assignment in the Navy was as a naval aviator. He was deployed numerous times to the Western Pacific and the Arabian Gulf flying off cruisers, destroyers, and frigates as well as serving on three different aircraft carriers, including operations in support of Operation Desert Storm.

His assignments ashore included as an instructor pilot and as a staff officer on the Joint Chiefs of Staff. He served as commanding officer of Naval Air Station Sigonella, Sicily and commander, AI Asad Air Base Command Group, Iraq in support of Operation Iraqi Freedom. His final assignment in the Navy was as the chief of staff for Navy Region Southwest.

8 — PACIFIC PORTS — January 2021

“Joe Stuyvesant leads by example and is a great fit for the others-focused culture created by outgoing President and CEO Randa Coniglio,” said Michael Zucchet, vice chair of the Board of Port Commissioners and incoming chair. “Joe’s history of calm, thoughtful response developed as a naval aviator and later as a key contributor to the Joint Chiefs of Staff, and more recently as executive director of Navy Region Southwest, have fully prepared him to lead the Port’s diverse priorities and partner with our many critical stakeholders.”

Stuyvesant will lead more than 500 employees managing the Port, a specially created state district responsible for more than 14,000 acres of tideland, bay, and beaches along 34 miles of waterfront in five cities.

Robert “Dukie” Valderrama, outgoing Port Commissioner representing the City of National City for the past 16 years and considered to be the “dean” of the Port Commissioners, said, “Over my 16 years of service to the Port and the people of California, I’ve worked with five Port presidents. From my perspective, Joe Stuyvesant is being handed by Randa Coniglio an organization with highly motivated, creative, dedicated professionals who are well equipped to navigate the COVID storm and to achieve longerterm dividends for the environment, the residents of Southern California, and our visitors from all over the world.”

Regarding his selection, Stuyvesant said, “As a longtime resident of San Diego, I know that the Port of San Diego is a critical environmental champion and a vital economic engine for Southern California. I am aware of the great responsibility conferred by your trust to be selected to serve as the next president and CEO; and I am deeply grateful. The Port’s superb culture results in a team of employees who are highly productive, resourceful, and who have accomplished

Joe Stuyvesant an impressive list of successes in support of the people of California. I pledge to build on that in order to enhance this major regional asset.”

The Port’s current major projects include updating the Port Master Plan to serve as the primary tool for balancing environmental, economic and community interests along the San Diego Bay waterfront for the next 30 years; the redevelopment of the Chula Vista Bayfront to create new public parks and recreational opportunities and provide convention and visitor-serving amenities in the South Bay; development of a Maritime Clean Air Strategy to help prioritize emission reduction projects; installation of a microgrid at the Tenth Avenue Marine Terminal in support of the redevelopment of the terminal; the National City Balanced Plan to balance maritime, commercial recreation and public access; Seaport Village revitalization; East Harbor Island and Central Embarcadero redevelopment; and more.

Additionally, the Port will focus on strengthening its cargo business, rebuilding its cruise business in the wake of the pandemic, and activating the waterfront.

INDUSTRY BRIEFS

Port of Hueneme caps off 2020 with big legislative win

P

orts across America celebrated the signing of the Water Resources Development Act of 2020 (WRDA) in December. Included in the Act were provisions ensuring more funding would start flowing to the Port of Hueneme to maintain and improve the harbor, increasing the Port’s typical Harbor Maintenance Tax (HMT) funding by more than tenfold.

“As the pandemic has stretched our industry thin, the news of this increased funding is exactly what we need to continue making sure we can accommodate the vessels and cargo needed to keep our region recovering,” said Oxnard Harbor District President Jess J. Ramirez. “I would like to thank Congresswoman Julia Brownley for leading the charge, and Congressman Salud Carbajal and Congressman Mike Garcia for supporting this historic legislation.”

“Safe and secure water infrastructure is crucial to ensuring that our country and our economy keep moving forward,” said Congresswoman Julia Brownley. “In Ventura County, we know the importance of proper maintenance of our harbors and ports, which is critical for local businesses and for our way of life. I am also pleased that the bill included language I supported to ensure that donor ports, like the Port of Hueneme, receive a fair share of resources from the Harbor Maintenance Trust Fund. The Port of

Hueneme contributes far more than it receives back. Donor port equity will ensure that the Port of Hueneme — which is a key economic driver in our region — has resources to address infrastructure needs and keep goods flowing to fuel our local and regional economy.”

Since its enactment under President Reagan, the HMT Fund has been funded by a tax on imported cargo, certain domestic cargo, and on cruise vessels. Each year, Congress allocates a percentage of the collected tax for maintaining the harbors across the nation.

However, not all collected taxes have been distributed each year, and instead have accumulated in the fund for use at a later time. Ports pushed for that time to be now, and it worked. The new legislation provides that 100% of HMT collected be spent each year, and requires that the unused remaining balance of the HMT Fund be expended by 2030.

For Hueneme, this means an increase from $140,000 annually to potentially over $2 million by 2025.

“After several attempts to unlock the HMT Fund and bring more parity and exponentially more funding to Hueneme and California’s three other donor ports, we have finally succeeded!” Said Kristin Decas, CEO & Port Director. “This means more funding to keep our harbor well prepared to accommodate new vessels and keep our

infrastructure in top shape. The diverse coalition to get this over the finish line is a true testament to how important our ports are in rebuilding and sustaining our nation’s economy.”

The nation’s nine donor ports, including the Port of Hueneme, Long Beach, Los Angeles, and San Diego, have long generated millions more in HMT revenues than they have ever received back for maintenance. In comparison, the majority of the nation’s other 270+ ports see a much higher percentage of their HMT funds come back to them for use in their specific harbors. Correcting this equity issue has been a top priority for the nation’s donor ports, energy transfer ports, and emerging harbors for the past decade.

This victory is a monumental step in the right direction as the ports will now need to advocate how the remaining decades-long unused balance of the HMT Fund will be allocated during the next Congressional appropriations process slated for early summer.

This historic achievement was accomplished through a large coalition spanning the nation and the political aisle led by the American Association of Port Authorities, the California Association of Port Authorities, California’s Congressional Delegation, and countless visits to Washington, D.C. by the Port’s Board of Harbor Commissioners.

January 2021 — PACIFIC PORTS — 9

INDUSTRY BRIEFS

New relationship agreement reached between Snuneymuxw and the Nanaimo Port Authority

T

he Snuneymuxw First Nation (SFN) and the Nanaimo Port Authority (NPA) have entered into a historic Relationship Agreement that provides for a strong partnership and shared commitments and goals based on sustainable development.

This announcement is a first step — the timing of the conclusion of the Relationship Agreement coincides with the commemoration of the Treaty of 1854, entered into 166 years ago on December 23, 1854 between the Crown and Snuneymuxw First Nation. The Relationship Agreement upholds the importance of the Treaty of 1854 to the Snuneymuxw peoples, and the obligation to respect and build upon the treaty rights of Snuneymuxw.

Specifically, through the Relationship Agreement the Nanaimo region will see the following benefits: • Relationship based on recognition of the Snuneymuxw First Nations peoples’ inherent Aboriginal and treaty rights, ensuring that a foundation of recognition, respect and mutual collaboration ground all work; • New processes to review and approve projects and initiatives which build on the free, prior and informed consent of Snuneymuxw First Nation in keeping with the United Nations Declaration on the Rights of Indigenous Peoples; • The identification of shared areas of interest for collaboration, including environmental stewardship, marine safety and cultural activities, such as identifying places with accurate Hul’q’umin’um names and concepts.

• The shared goals to engage in discussions with Snuneymuxw for all new major projects in NPA jurisdiction where NPA is the proponent, and encouraging other project proponents who may seek to advance a new 10 — PACIFIC PORTS — January 2021

major project in NPA jurisdiction to also enter into discussions directly with SFN; and • Advancing greater progress on the mid-Island forestry initiative to ensure forestry economic activity continues in a sustainable manner consistent with the recognition and affirmation of the rights of the Snuneymuxw peoples, and in collaboration with Industry and Government established through a series of Agreements in recent years between British Columbia and SFN. Critically, the announcement is also a significant advancement in economic reconciliation with the Snuneymuxw First Nation that is consistent with establishing proper relations based on the recognition of rights, the implementation of historic treaties, and the United Nations Declaration on the Rights of Indigenous Peoples. The partnership supports Snuneymuxw’s work to rebuild their economy and fulfil their responsibilities for their people and Territory, including through the midIsland forestry initiative underway over the past number of years.

In recent years, NPA and SFN have worked together on a project-by-project basis, and this has been valuable in building a foundation for the new Agreement, including a clearer acknowledgement of the proper process and shared objectives.

“The relationship with the Port of Nanaimo is a key issue for the Snuneymuxw people,” said Chief Michael Wyse. “The Port operates within our core village and marine areas, and is near the very location of the negotiation and conclusion of the Treaty of 1854 with our forefathers and Sir James Douglas on behalf of the Crown. For a long time, there was little respect for our peoples, our history and our rights. Looking back on

the 166 years to today, this Agreement is the first time the proper recognition and acknowledgement of that treaty relationship has been made. In practical terms, this means that all activities conducted in our territory must be with our consent and participation, and our people are not opposed to sustainable development in the Port and marine areas within our territories.

There are many important economic prosperity and sustainable development opportunities before us. With this Agreement, we will ensure that Snuneymuxw people, businesses and partnerships are involved at every stage and a full participant in the growth and development of the NPA economic activities. We see this major shift in our relationship with NPA as of benefit to all in the Nanaimo area, as we can put behind us the era of denial of our rights and status in relation to the economic development of the Port and marine areas.”

Nanaimo Port Authority Board Chair Donna Hais noted that: “These agreements are extremely important as we move forward. They demonstrate our willingness and ability to work together on projects of mutual interest, as we all want everyone in this region to prosper.”

Echoing Ms. Hais’ comments, NPA President and CEO Ian Marr said: “The Port Authority is extremely pleased to have created a relationship agreement with Snuneymuxw based on recognition, mutual respect and understanding. The Protocol allows us to work together towards shared goals and collaboration in areas of mutual interest.”

INDUSTRY BRIEFS

Ron Branine promoted to Director of Facilities and Operations for the Port of Benton

R

on Branine has been promoted to the Director of Facilities and Operations for the Port of

Benton.

With nearly thirty years of facilities management experience Branine brings a wealth of knowledge to the position.

He is skilled in maintaining large commercial buildings, budgeting, contracting, managing the bidding process in compliance with local, state, and federal guidelines and regulations as well as working with heavy and light equipment. His diverse background includes working with a range of stakeholders from CEOs to local, state, and federal inspectors. In addition, Branine’s experience chairing multiple safety committees, volunteering in the fields of emergency management, search & rescue, reserve law enforcement, and serving with several fire departments are many of the extraordinary assets he brings to the Port.

He is currently completing his FMP Facility Management Professional (FMP) certification and preparing to start his Sustainability Facility Professional (SFP) early next year. Both are issued through the International

Facility Management Association (IFMA), the largest and most widely recognized association for facility professionals. Although he holds his Certified Professional Maintenance Manager (CPMM) designation; these two additional certifications bolster his knowledge of facilities management to a much higher level.

“Ron has been a strong addition to our team; his development of our organization’s continuity plan was timely as we dealt with the impact of COVID-19 and supported our team in operating key facilities and assets on behalf of the region,” stated Diahann Howard, PPM® Executive Director, Port of Benton.

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

Ron Branine January 2021 — PACIFIC PORTS — 11

INDUSTRY BRIEFS

Matson takes delivery of Matsonia

M

atson, Inc. (NYSE: MATX), a leading U.S. carrier in the Pacific, took delivery in midDecember 2020 of Matsonia, the second of two new Kanaloa Class combination container / roll-on, roll-off (“conro”) ships built for Matson by General Dynamics NASSCO. The two are the largest vessels of their kind ever built in the U.S. They join two new containerships, Daniel K Inouye and Kaimana Hila, themselves the largest of their kind in the U.S. commercial fleet, in completing the renewal of Matson’s Hawaii fleet.

Matsonia and Lurline are each 870 feet long, 114 feet wide (beam), with a deep draft of 38 feet and weighing in at over 50,000 metric tons. The sister ships have an enclosed garage with room for approximately 500 vehicles, plus ample space for rolling stock and breakbulk cargo. Lurline entered service in January 2020.

Built by Philly Shipyard, Matson’s new Aloha Class containerships, Daniel K. Inouye and Kaimana Hila, entered service in 2018 and 2019, respectively.

Each 850-foot long containership has a 3,600 twenty-foot equivalent (TEU) capacity.

The four new ships are the centerpiece of Matson’s nearly $1 billion investment to modernize its Hawaii service. In addition to a nearly $930 million investment in its fleet, Matson is also investing more than $60 million in improvements to its Hawaii hub terminal at Sand Island in Honolulu, in conjunction with the State of Hawaii’s Harbors Modernization plan.

“Putting four new ships into service in a three-year span is a significant accomplishment that culminates eight years of planning, project management and coordination for teams across many departments at Matson,” said Matt Cox, chairman and chief executive officer.

“Together with the modernization and expansion of our Honolulu terminal, these investments position Matson to 12 — PACIFIC PORTS — January 2021

Matson’s newest vessel, Matsonia, is the second of two new Kanaloa Class combination container / RO-RO ships. provide efficient, reliable service to Hawaii for decades to come.”

Phase 1 of Matson’s Sand Island Terminal Modernization project was completed this year, with the installation of three new electrically powered gantry cranes and the upgrading of three existing cranes and the terminal’s power system. Phase 2, which will include improvements to the container yard and gate, will begin in 2021. In Phase 3, concurrent with the State’s completion of the new Kapalama Container Terminal, Matson will expand its waterfront and overall terminal footprint by 30 percent by acquiring adjacent piers 51A and B. In addition to ensuring efficient, reliable service to Hawaii for the next three decades, Matson’s fleet renewal program is also accomplishing a broader fleet modernization that ensures compliance with increasingly stringent global emissions regulations.

Designed and built specifically for the Hawaii trade, all four of the new ships feature state-of-the-art green technology, including fuel-efficient hull design, environmentally safe double hull fuel tanks, Liquid Natural Gas (LNG) compatible engines, and freshwater ballast systems. The more recent Kanaloa Class

vessels are equipped with the first Tier 3 dual-fuel engines to be deployed in containerships regularly serving West Coast ports. Tier 3 engines reduce the levels of particulate emissions by 40 percent and nitrogen oxide emissions by 20 percent, as compared to Tier 2 standards.

The four new ships are also Matson’s fastest vessels, with the ability to operate at or above 23 knots, helping ensure ontime deliveries in Hawaii from Matson’s three West Coast terminals in Tacoma, Oakland and Long Beach.

Matsonia and Lurline are iconic vessel names in Matson’s long history.

Matsonia dates to the construction of Matson’s first ship of that name in 1912.

Three more ships were given the name in subsequent years; the new vessel is the fifth. Lurline dates to the construction of Captain William Matson’s first ship of that name in 1887. Four more ships were given the name in subsequent years; the newest vessel is the sixth.

Daniel K. Inouye was named in honor of the late Hawaii Senator, who was a strong supporter of the U.S. Merchant Marine and a powerful advocate of the maritime industry. Kaimana Hila is a Hawaiian transliteration for “Diamond Head,” one of Hawaii’s most iconic landmarks.

:

COLLABORATION

Association of BC Marine Industries and Association of Pacific Ports announce collaboration agreement

T

he Association of BC Marine Industries (ABCMI) and the Association of Pacific Ports (APP) are pleased to announce a collaboration agreement that includes reciprocal membership in both associations for Canadian ports. Noting that the two organizations share many goals — creating opportunities for growth, addressing issues such as maritime workforce and skill development, and promoting best practices and innovative technologies to name just a few — ABCMI Executive Director Alex Rueben and APP Executive Director Jane McIvor expressed excitement about the potential for collaboration. “While ABCMI membership is focused on the industrial marine sector of Canada’s West Coast, many of the issues identified here are equally relevant for other jurisdictions,” Rueben said. McIvor agreed, adding such things as efficient port access, streamlining of permitting processes, and the scarcity of industrial land to the list of issues of interest for both organizations.

Established in 2015, ABCMI’s membership encompasses six sectors: shipbuilding and ship repair, industrial marine services, marine professional services, marine products, small craft marine construction and repair, and ocean science and technology. In 2019, these sectors generated a total output of $6.8 billion and contributed a total of $3.7 billion in GDP to the provincial economy. These sectors comprise 1,039 companies, directly employing 21,925 workers and sustaining a total of 32,820 jobs in the province. Within the industrial marine services sector, Rueben sees port infrastructure as an area where a joint effort could realize positive results.

“For example,” he said, “the supply of drydock space in British Columbia is under capacity. Working with the APP and Canadian ports could provide the catalyst needed to provide solutions.”

...the two organizations share many goals — creating opportunities for growth, addressing issues such as maritime workforce and skill development, and promoting best practices and innovative technologies to name just a few...

From McIvor’s perspective, the technology sector within the ABCMI could provide APP members throughout the Pacific with ideas and solutions for local issues. “Having a familiarity with the innovations being developed in British Columbia, I can see many applications that would provide significant benefits for our membership,” she said. “Our mandate to promote best practices and new technologies will most assuredly be furthered by this collaboration.”

Another area where interests cross is the recruitment and development of a skilled workforce for the maritime industry. Both Rueben and McIvor noted strong competition from other industries in efforts to attract a younger generation to a career in the marine industry. “The Port of Stockton, California, for example, implemented an Internship Program which, from the recruitment process through to apprenticeship practices and evaluation, provides a great road map on how to develop an effective program for both the organization and the student,” said McIvor. Using examples like this will

strengthen ABCMI’s efforts as they develop proposed similar initiatives in partnership with the B.C. Provincial Government and industry sectors.

As the collaboration between the two associations moves forward, McIvor and Rueben will be working together to identify those areas where the alignment of goals will provide the greatest opportunities for members. Engagement of members through co-hosted events, showcasing best practices and lessons learned, and providing a forum where common issues can be discussed will only serve to strengthen the value that both associations are providing to their members.

For more information on the ABCMI: www.abcmi.ca For more information on the APP: www.pacificports.org Contact: Jane McIvor Association of Pacific Ports 604-893-8800 / jane@pacificports.org Alex Rueben Association of BC Marine Industries 778-679-6901 / alex@abcmi.ca January 2021 — PACIFIC PORTS — 13

BEST PRACTICES Abandoned vessels

The bane of ports everywhere

N

avigational hazards, threats to the environment and just plain eye sores. There’s not a port in the world that isn’t familiar with the headaches posed by abandoned and derelict vessels (ADVs). While logistical issues of removal will vary from jurisdiction to jurisdiction and vessel to vessel, there are two challenges that are constant for all — the cost, and who pays. Strained government budgets try to keep up but as the cost of removal usually far outweighs the amounts available, all too often, the burden falls to ports. However, that’s not always the case.

In keeping with the APP’s mandate of highlighting best practices and creating awareness of innovations that might just work in your jurisdiction, the following focus on Washington State demonstrates how collaboration, partnerships and policy are coming together to provide the gold standard in addressing the issue of abandoned vessels.

Strained government budgets try to keep up but as the cost of removal usually far outweighs the amounts available, all too often, the burden falls to ports.

In context

Singling out Washington was not the original intent of this article. Other U.S. states as well as Canada, Australia and Pacific Rim countries have programs that are equally active and dedicated to the ADV problem however, Washington’s recent passing of legislation in June 2020, demonstrates how strengthening laws addressing ADVs can provide for continual improvements to prevention and enforcement as well as ongoing and sustainable funding.

“Hands down, the greatest prohibitive factor/challenge in dealing with abandoned and derelict vessels, is cost,” writes Kirk Nichols, Assistant Chief,

Harbor Police at the Port of San Diego, California. A comment echoed by other APP members and non-members.

“In our port, we currently have four abandoned vessels that the port will pay to dispose of,” writes Ken Range, Commissioner for the Port of Brookings Harbor, Oregon. It was Range’s enquiries that led to this article.

In summarizing expenses, Nichols cites “the commercial towing of the vessel, temporary storage of the vessel waterside, removal of the vessel to a long-term storage lot, and subsequent destruction and hazardous materials (oil, fuel, batteries) clean-up costs. If the vessel sinks before it can be towed, or

ABANDONED VESSELS if it breaks loose of its anchor/mooring and runs aground, these events can significantly increase the costs for removal.

In some cases, this can be three to four times the expense of towing the vessel while it is afloat.”

Government grants and programs, while providing useful guidance and assistance, only go so far. Take California for example, Nichols noted that grants from the State are available however, expenses “significantly exceed any grant funding each year.” The Oregon State Marine Board sets aside US$150,000 every two years that is collected from recreational boater titling and registration fees. In the first 14 months of the current funding period, US$108,000 had already been spent with additional removals still pending. The funds are made available to public enforcement agencies, but as indicated by Range, ports continue to shell out thousands in removal costs. And in Alaska and Guam, while there is currently ADV legislation, there is no formal program or dedicated funding source. Hawaii

has legislation and a Derelict Vessel Program but with no funding.

Other countries find themselves in the same situation. In Canada, a total of about CDN$7 million was allocated through two programs for a five-year period to cover the entire country (the Ship-source Oil Pollution Fund is an additional source in cases where there is an imminent danger of oil leakage).

Australia’s Queensland government established a “War on Wrecks” program in 2018 that allocated AU$20 million over four years. Since that program was put in place, Maritime Safety Queensland has removed almost 700 derelict vessels from the coast and estimate there are another 300 still to tackle.

Prevention is still the best medicine

Government regulations across all jurisdictions are quick to note the liability of vessel owners for removal costs.

Finding owners and recouping costs, however, is easier said than done. While government regulations will often lay out a framework for defining when a vessel is considered to be abandoned, who can take possession, owner notification, and options for removal (including the sale of the vessel if feasible), the process is often a lengthy one and can only be effective if proper documentation of ownership exists. Recognizing this obstacle, the Alaska State Government, for example, brought in legislation in 2019 that expanded vessel registration.

As was quickly learned by Alaskan authorities, communication, and community buy-in were essential to success.

Vessel turn-in programs in Washington, Oregon, and California all garner high-praise from port and marina operators. Looking at California’s program, Kristine Zortman, Executive Director, and Steve Longoria, Interim Director of Operations, Port of Redwood City, both praised the SAVE (Surrendered and Abandoned Vessel Exchange) Program, previously referred to as the Vessel Turn-in Program. “Since

2014, the Port of Redwood City has effectively cleared Redwood Creek by removing over 30 abandoned or derelict vessels; from small 15-foot crafts, to large 2,000-square-foot boathouses.

The Port just received another SAVE grant for the 2020-2022 fiscal years, providing a continuing resource to keep Redwood Creek clear of abandoned vessel hazards, while protecting our adjacent natural habitats.”

Profit and non-profit organizations also provide programs that assist with the efforts of preventing larger problems down the road. In British Columbia, non-profit societies, such as the Dead Boats Disposal Society or donated-boat programs such as the Disabled Sailing Association of BC or the Sail and Life Training Society provide solid alternatives (and tax receipts) to owners who may be tempted to simply walk away from their aging vessel.

What Washington gets right

At the national level, the National Oceanic and Atmospheric Administration’s (NOAA) Marine Debris Program is undoubtedly the champion for implementing strategies and plans that address abandoned and derelict vessels under the larger topic of marine debris. Having 10 dedicated regional coordinators positioned across U.S. coastal states and territories including the Great Lakes, NOAA works closely with state governments and local groups to tailor Marine Debris Action Plans that include goals, strategies, and actions for specific regions.

In their 2020 Accomplishments Report, NOAA Marine Debris Program Director Nancy Wallace summed up the root of the Program’s success: “As I reflect on the past five years and our strategic plan comes to a close, I am reminded of the unique collaborations, creative approaches, and growing national and international attention focused on the pervasive global problem of marine debris. During this period, we grew, learned, adapted, and January 2021 — PACIFIC PORTS — 15

ABANDONED VESSELS Building on NOAA’s strategy of prevention, removal, research, regional coordination, and emergency response, state government departments and non-profit organizations have built programs unique to their own jurisdictions. accomplished a great deal. As you read through this report, I ask you to think about the power of collective action and how together, we can achieve a global ocean and its coasts free from the impacts of marine debris.”

Building on NOAA’s strategy of prevention, removal, research, regional

16 — PACIFIC PORTS — January 2021

coordination, and emergency response, state government departments and non-profit organizations have built programs unique to their own jurisdictions. None more so than Washington State.

The Department of Natural Resources (DNR) established their Derelict Vessel

Removal Program (DVRP) in 2002 and since then, have removed more than 900 abandoned vessels from Washington waterways. While the program has always enjoyed a high success rate in dealing with abandoned vessels, recent improvements to legislation have recognized that there is always more that can be done.

First and foremost, Washington’s funding model is unique. As far back as 2003, state legislators established a dedicated derelict vessel removal account within the state treasury and stipulated that all funds collected from the Revised Code of Washington covering Derelict Vessels, reimbursement for costs from owners of derelict vessels and a specified portion of vessel registration fees, as well as any gifts, grants, or endowments from public or private resources, be deposited into this account. Recreational vessel registration fees include US$2 for the fund as well as a US$1 surcharge to address the significant backlog of derelict vessels, and US$5 per registration from non-resident permits. The fund also receives US$1 per foot from commercial vessel registration. Unlike Oregon or California, there is no cap on the fund and the account is set apart from general revenue accounts.

With approximately 242,000 boats registered in the State of Washington (and about 1,300 commercial vessels), the fund contributes upward of US$700,000 to $800,000 annually to the removal of ADVs in perpetuity.

While DVRP Manager Troy Wood suggested that more funding would always be welcome, the amount does allow the DNR to deal with emergency situations as well as provide outreach and education initiatives. While the funding formula is slightly more complicated than the outline above, Washington still has one of the strongest funding models on the Pacific Coast.

Wood noted that, over the past few years, the DVRP has shifted its focus from being reactionary to having a more proactive strategy. To bolster their

ABANDONED VESSELS efforts, additional improvements to the legislation include: • The removal of a $200,000 funding cap for the DNR’s Vessel Turn-in Program.

• Reducing the length of a vessel from 65 feet to 35 feet for vessels subject to secondary liability law. Sellers of smaller boats now have to have the vessel surveyed and provide the buyer and DNR with a copy of the survey. The seller must also require the buyer to show proof of insurance for the vessel. The reduced length requirement allows for a larger number of vessels to be captured under the program.

• Extending the ticketing authority of the DNR to now include vessels that are not properly licensed or registered with the state (albeit, Wood indicated that ticketing would be used as a “last-ditch effort” to encourage responsible vessel ownership).

Despite having only three team members to deal with the entire state, Wood and his department have been receiving high marks from stakeholders. Darla Pyke, Harbormaster for La Conner Marina and RV Park with the Port of Skagit, was quick to point out that their “comprehensive website” was helpful in providing guidance with procedures in reporting derelict vessels. DNR received additional high marks for their inventory databases of vessels removed and vessels of concern.

And it doesn’t stop there. New initiatives and partnerships continue to look for solutions. For example, Sea Grant Washington has initiated a study to look at a fiberglass recycling program. With an estimated 170,000 fiberglass vessels within Washington, this single project has the potential to divert two million pounds of waste from state landfills each year as well as provide another end-of-life option for boat owners.

Lessons in best practices

There are many factors that play into Washington State’s success in addressing the problem of ADVs. The political will to continually improve legislation; support from boater alliances; the efforts of NOAA and their collaboration with DNR; and the inclusion of many stakeholders and not-for-profit organizations have all contributed to moving Washington’s program forward. Strong outreach and communication have also played a key role.

Not to diminish the efforts of other states and countries — all of whom provide programs and legislation that recognize the importance of abandoned and derelict vessel removal – it is apparent that Washington State has been able to leverage all of the factors into a cohesive strategy that can stand as an example of best practice in ADV management. PP

Good Jobs for the Skagit Valley Skagit Regional Airport

Bayview Business Park

15400 Airport Drive, Burlington WA 98233

La Conner Marina

• www.portofskagit.com

SWIFT Center

• 360-757-0011

: PANDEMIC RESPONSE

Taiwan ports successfully manage response to COVID-19

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revention is the best medicine, as the old saying goes. And for Taiwan, who had experienced the rapid spread of SARS during the 2003 outbreak, the lesson was one they did not wish to repeat. The steps taken by the Taiwan government in 2004 and the years following have been key to Taiwan’s current success in keeping COVID-19 at bay. With great assistance from Ann Wu, Taiwan International Ports Corporation, Ltd. (TIPC), and Chaio Ying Chen, Maritime and Port Bureau (MPB), APP learns how that preparation allowed Taiwan’s international ports to keep this most recent pandemic from affecting operations.

Following the 2003 outbreak, the Taiwan government established the National Health Command Center (NHCC) as part of a disaster management center to focus on outbreak

Volumes through the Port of Taichung dropped in the first quarter of 2020 but rebounded in Q2 and have been stable ever since.

Specifically related to port management, again, preparation and anticipation have provided for a successful long-term strategy. response and act as the operational command point for direct communications among central, regional, and local authorities. The NHCC unified command system included the Central Epidemic Command Center, the Biological Pathogen Disaster Command Center, the Counter-Bioterrorism Command Center, and the Central Medical Emergency Operations Center.

Specifically related to port management, again, preparation and anticipation have provided for a successful long-term strategy. In 2011, the Taiwan government began carrying out the International Health Regulations

(IHR) Designated Port Core Capacity Plan. Designated ports under this project included Keelung Port, Taichung Port, and Kaohsiung Port. A crossagency task force was formed to integrate resources effectively.

In response to the changing circumstances of the international public health crisis, initiatives undertaken included upgrades to port facilities and infrastructure, port employee training, and regular exercises to strengthen various core capabilities. In doing so, MPB was able to ensure that relevant personnel operating in the port had the emergency response capabilities required

PANDEMIC RESPONSE MPB and TIPB have been successful in keeping the virus away from Taiwan ports with no cases found in any of the four ports in Taiwan. when encountering sudden public health risks. In addition, MPB ensured they were following and complying with international standards to enhance overall port safety.

The Taiwan Centers for Disease Control (CDC), Ministry of Health and Welfare, announced the establishment of the Central Epidemic Command Center in response to the COVID-19 epidemic on January 20, 2020. The Central Epidemic Command Center serves the purpose of integrating various ministries’ resources (including the Ministry of Transportation and Communications) and manpower to prevent the spread of COVID-19 and ensure the nation’s public and safety.

At the beginning of the epidemic outbreak in March, MPB sent a written notification to the shipping industry outlining epidemic prevention measures for crew. Examples of measures included restrictions on disembarkation, limited to actual operational needs, when a ship is berthed at a port in the third-level warning area of the epidemic; records must also be kept on embarkation and disembarkation of crew members; and crew members were required to wear masks and gloves during the period when the ship is berthing. Crew member temperatures were also required to be measured twice a day with well-kept records during the voyage.

MPB and TIPC have been successful in keeping the virus away from Taiwan ports with no cases found in any of the four ports in Taiwan. According to the Regulations Governing Quarantine at Ports, foreign ships entering Taiwan’s international ports must notify the quarantine unit and apply for a quarantine review.

In short, the rules are as follows: “The captain shall notify the quarantine unit

of the health condition of crew members on board and the hygienic condition of the ship 4 hours to 72 hours in advance prior to arriving at the port.”

According to the Regulations, the maritime health declaration (the captain and the ship’s doctor are required to record the status of the crew during the voyage), port-of-call list, ship health certificate and other necessary quarantine information should be submitted to the port quarantine unit by the ship’s agent when applying for entry into the port.

If the quarantine unit receives information such as a suspicious disease on the ship, they will board the ship to perform quarantine operations such as assessing the ship’s environment and crew conditions, or activating the medical evacuation mechanism, if necessary.

If MPB staff conduct Port State Control Inspection or TIPC staff receive information about a suspicious disease when conducting inspections via Vessel Traffic Services, they immediately notify the quarantine unit to board the ship for inspection to be able to effectively prevent the spread and avoid the commercial port becoming prone to the epidemic.

Turning our attention to efforts to guard against the virus being transmitted between port staff, MPB noted that they streamlined some epidemic prevention supplies, pilot prevention actions, and crew and border control measures as follows: 1. Epidemic prevention supplies — the government purchased prevention supplies such as eye protection, masks, forehead (ear) thermometers, ethanol, gloves, protective gowns and other anti-epidemic supplies and equipment for ship and container yard staff, and the environmental

disinfection is carried out on ships and office areas to ensure prevention of the spread of viruses and reduce the risk of infection.

2. A nti-epidemic actions for pilots: • To strengthen the disease prevention and protection of the pilot, MPB issued a notification on April 7, 2020, to regulate the pilot’s health management and the epidemic prevention of ships entering the port on international routes, and to establish a connection platform and notification mechanism for pilots to guide ship operations.

If an international-route ship fails to implement epidemic prevention measures, the pilot may refuse to navigate according to the Piloting Act. • In addition, in accordance with the decision of the Central Epidemic Command Center, MPB sent a letter to TIPC to broadcast via VHF, asking international-route ships to complete disinfection operations on areas such as bridges and passageways where the pilot might walk through before the pilot boards the ship.

3. Crew border control actions: • MPB published “Operating Principles of Seafarer Epidemic Prevention and Health Control Measures,” and Central Epidemic Command Center published “Guidance on Epidemic Prevention Measures and Crew Health Monitoring for Ships Berthing for COVID-19” which were then sent to shipping companies, shipping agents, and shipping associations for reference.

• The Central Epidemic Command Center issued the “Declaration Form for the Crew’s Health Status” for the ship’s doctor to confirm whether crew members have had COVID-19 related symptoms in the past 14 days. The declaration is attached to the ship’s January 2021 — PACIFIC PORTS — 19

PANDEMIC RESPONSE

During the pandemic, the Port of Kaohsiung, used for international-route vessels, had been impacted by blank sailings and shrinking slots. maritime health declaration and then submitted to the CDC. 4. Border control measures: • Taiwan CDC announced that, starting March 19, 2020, noncitizens were prohibited from entering Taiwan.

• Considering that there is still a need to exchange crew members, the CDC agreed that, starting from April 19, 2020, foreign crew members who serve in Taiwaneseowned national ships, foreign ships belonging to the Taiwanese ship transport industry, or those who come to Taiwan to deliver ships (but not including mainland China ships’ crew), may apply for entry to the National Immigration Agency, Ministry of the Interior after receiving a business contract fulfillment certificate issued by MPB. They must undergo home quarantine (or quarantine at a hotel ) for 14 days.

This is to assist the shipping company in crew exchanges.

For TIPC staff, similar methods have been employed: 1. Following the Port Epidemic Prevention COVID-19 Operation Guidelines.

20 — PACIFIC PORTS — January 2021

2. Infrared thermometers are installed in the domestic passenger liner travel halls in Keelung, Kaohsiung, Budai, and Magong to detect the temperature of passengers on board.

In addition, port staff measure their temperature every day, wear antiepidemic masks and gloves, and keep a proper distance during operation.

Cleaning and sanitization are also carried out before and after passengers leave, ensuring no direct contact with the passengers.

3. Office staff also need to measure their temperature, wear masks, and keep a proper distance every day.

TIPC has prepared public antiepidemic materials, and established measures for colleagues to work in different places or from home and have trained staff on duty to respond to emergency situations.

As the year has progressed, Taiwan ports successfully implemented relevant measures against COVID-19 by following government policy and allowing port operations to maintain stability, but the pandemic abroad still had impacts on throughput.

Regarding container business, the main factor affecting Taiwan’s port

volumes in 2020 was the pandemic.

Given that Keelung port and Taichung port are comprised largely of TaiwanChina shipping routes, volumes dropped in Q1 due to the production halt that came with the lock downs in China but recovered gradually in Q2 and have remained stable ever since.

On the other hand, Kaohsiung port, comprised mainly of ocean-going ships, was affected by shipping alliance carriers that had implemented blank sailings and shrinking slots since Q2 and was further worsened by port congestion in Europe and America as well as equipment and labor shortages.

As to passenger business, the Taiwan government has banned international and Taiwan-China cruises calling at Taiwan ports since February. Though the government gave special permission to the Explorer Dream cruise ship to operate island-hopping business in Taiwan, the number of passengers dropped significantly.

Looking forward, TIPC estimates that the Ports of Keelung, Taipei and Taichung would not see much of a difference and would remain stable over the next six months. Cargo is expected to rebound for the Port of Kaohsiung

PANDEMIC RESPONSE given that route reduction and blank sailings will slow down.

In the meantime, TIPC will keep implementing continuous capability upgrades, optimizing safety and efficiency, and fulfilling port environmental protection to ensure sustainable growth for all TIPC port operations.

Both MPB and TIPC have gained great knowledge over the past year on managing port operations during a pandemic.

MPB, noting that, while the world is still being ravaged by COVID-19, Taiwan has been able to minimize the impact through quick and effective response and control.

Eight key factors contributed to Taiwan’s success in its epidemic prevention: their previous SARS experience; the establishment of the Central Epidemic Command Center; information transparency; good resource allocation; timely border control; smart community transmission prevention; advanced medical technology; and the high participation of citizens.

The success of Taiwan’s epidemic prevention depends on all epidemic

Port of Keelung

prevention strategies formulated by central and local governments, and concerted efforts to fight the virus made by of its high-quality people. Apart from that, Taiwan’s long-term efforts in the medical and health field in the past have established an excellent health and medical foundation to implement epidemic prevention measures effectively and quickly.

The MPB’s role in Taiwan’s epidemic prevention work focused on cross-border control. Through the cooperation platform set by the Central Epidemic Command Center, transparent communications among industry, government, and academia have been well established. As such, they have been able to acquire timely epidemic prevention information and policy instructions, which may appropriately apply to quarantine operations in ports.

Comparing Taiwan’s response to that of the international situation, Taiwan adopted epidemic preparedness and prevention measures well in advance. The epidemic prevention measures not only respond to the current situation quickly, but also provides

for plans at all stages, such as taking the lead in border control actions, fully supplying epidemic prevention materials, and using technology to reduce people’s contact. With that, MPB has effectively reduced the impact of the epidemic.

TIPC also noted that acting in advance was critical to their success.

Effective initiatives included VTS broadcasts every hour through AIS text to inbound ships and the crew members to report health problems; the use of multiple facilities and equipment (such as multimedia billboards, marquees, posters, etc.) to strengthen the health education and guidance for passengers on domestic ships and port operators; and the sufficient supply of anti-epidemic materials and the installation of infrared thermometers.

TIPC also noted that the Port Epidemic Prevention COVID-19 Operation Guidelines and practical epidemic prevention guidelines that were established, along with related measures in port areas being adjusted in due course, have allowed for port operations to be carried out smoothly. PP

PORT SAFETY

Port safety and risk management

By Captain Brian Tuomi, Principal Nautical Consulting International Ltd.

I

n your port or waterway, is there more marine traffic, larger or different traffic, new infrastructure, significant dredging, or other changes that might affect risk or safety? Consider SIRA, the IALA (International Association of Lighthouse Authorities) Simplified Risk Assessment Model for Ports.

If we consider that safety in ports is an expensive undertaking, imagine the cost of accidents. This article will describe the IMO/IALA risk management assessment using the new IALA created SIRA, (Simplified Risk Assessment) tool and how it can analyze and quantify these risks and help make decisions to render risks as low as reasonably possible.

Background

All ports and waterways around the world have risks. Safety within ports is significantly defined by the effective management of these risks. Identifying, quantifying, and mitigating risks is an ongoing process whereby some ports rely on experience and local knowledge to manage risks while others rely on more formal procedures to safely manage vessel movement.

The International Maritime Organization (IMO) and the International Association of Lighthouse Authorities (IALA) previously put in place two risk assessment tools for ports and waterways: The first, IWRAP, is a quantitative program using AIS data which in the end identifies the risk of accidents; the second is PAWSA, a qualitative tool which requires a large stakeholder convention and identifies potential safety upgrades.

Both tools require significant amount of data input or stakeholder participation and as a result can be complicated and costly to complete. The

22 — PACIFIC PORTS — January 2021

International Maritime Organization endorsed these tools, thus identifying the importance of formal risk management, and encouraged port and waterway authorities to use them. Good quality historical AIS data, on which IWRAP depends, is not always available, even in advanced countries, nor are there always enough individuals with the necessary level of experience in the risk categories used by PAWSA. A full IWRAP or PAWSA could cost more than $100,000 USD to carry out and thus there is a need for a simpler and less costly risk management tool for use by national and port authorities who cannot practically use IWRAP or PAWSA. The Simplified Risk Assessment process (SIRA) was developed to enable port authorities to assess the volume of traffic and the degree of risk in their waters. SIRA is a basic tool that can be used to consider risk control options covering the potential, undesirable incidents that a port authority is required to address under SOLAS Chapter V, Regulations 12 and 13. It is intended to be used as an objective stakeholder consultancy.

Process

The SIRA process is based on the principles set out in IALA Guideline 1018 on risk management. Risk is defined as the product of two factors – the probability (or likelihood) of an undesirable incident occurring and if it does occur, the severity of its potential long and short‐term impact (or consequence). Satisfactory understanding of the maritime environment and maritime traffic patterns is an essential first step to understanding the risk level within a port. SIRA is designed to assist that process by identifying hazards and undesirable incidents. This leads to a qualitative estimate of risk and the production of potential risk control

options to reduce such risk to acceptable levels.

A “hazard” is something that may cause an undesirable incident. The basic thinking behind the SIRA method rests on the fundamental causal relationship between hazards and the consequences of undesirable incidents, which the hazards may cause.

Based on the identified hazards, a number of possible incidents or scenarios are identified by a group of stakeholders.

SIRA addresses each undesired incident or scenario, such as the grounding of a vessel on a reef, or the collision between two vessels. The probability or likelihood of the occurrence of each undesired scenario is estimated, as well as its impact (or consequences), considering both short‐ and long‐term consequences.

Analysis Select the waterway or portion of the

waterway to be analyzed: • Define assessment zones and describe each area • Identify hazards within each zone and develop associated scenarios • Assess the probability and impact of each scenario • Identify and prioritize possible risk control options • Produce a comprehensive report of the risk assessment • Communicate result to decision makers Once zones have been selected, each zone must be described in terms of: • Volume of traffic and mix • Bathymetry (charts) • Geometry of routes in the area, traffic choke points and sharp bends • Oceanographic, meteorological and environmental conditions • Existing fixed and floating Aids to Navigation and routing measures

PORT SAFETY • Availability of VTS and pilotage • History of maritime incidents such as collisions and groundings • Stakeholders of the zone Hazard identification should be based on all available relevant information including: • Volume and mix of traffic along all routes and areas within the zone • Geometry of routes in the area, traffic choke points and sharp bends • Waterway complexity • Isolated dangers including wrecks and obstructions • Quality of hydrographic data and charted information available • Anchorages, fishing grounds, aquaculture, and offshore energy sites and the routes to and from them • Safe minimum depth (chart Datum) required for vessel operation within the waterway • Meteorological visibility in the zone • Passages through a narrow channel, restricted waters or port entry • Possible effects of low sun, background lighting or glare • Spoil grounds, undersea cables, military exercise areas and particularly sensitive sea areas • Information in IMO Ships’ Routing publication and Sailing Directions • History of maritime incidents such as collisions and groundings When identifying hazards, largest scale charts covering the zone should be used.

The hazards identified may lead to several different undesired incidents or scenarios. Each hazard should be considered carefully — and the possible scenarios it may cause — should be identified and recorded.

Unwanted incidents or scenarios can be categorized as follows: • Grounding • Collision • Allision • Foundering • Structural failure • Other

Probability and impact

Descriptions of probability

Descriptions of impact

The acceptability of risk

Having determined probability and impact scores by consensus, the risk value can be calculated in accordance with the matrix in the table below: Risk value matrix

Objective The objective of the assessment is to identify risk mitigation options for each undesirable incident that would, if implemented, reduce the risk to an acceptable level. These may include: January 2021 — PACIFIC PORTS — 23

PORT SAFETY • Improved co‐ordination and planning • Additional training and education • New or enforcement of existing rules and procedures • Improved charted hydrographical, meteorological and general navigation information • Enhanced aids to navigation service provision • Improved radio communications • Active traffic management such as Vessel Traffic Services • Changes to the waterway • Improved decision support systems • Pilotage requirements A formal record of the risk assessment process and its outcomes is prepared that provides evidence of the decision process and risk mitigation measures considered and

recommended. It also provides for a comprehensive record when future deliberations take place about the waterway.

The report includes: • Description of the waterway and individual zones • Stakeholders present at the remote workshop and their relevant experience

• Hazards and scenarios identified within each zone • Mitigating measures identified and recommended • The completed risk matrix • Any other amplifying information regarding the assessment Note: portions of this report have been extracted from IALA guideline “G1138 Use of SIRA”

About Captain Brian Tuomi

President, Nautical Consulting International Ltd. Captain Tuomi is a graduate of the Canadian Coast Guard College and following a career there including 12 years as a ship’s captain, is now a consultant for Nautical Consulting International. He has worked in 18 countries on marine infrastructure and safety projects for agencies such as the World Bank and the Asian Development Bank. He is certified by IALA, the International Association of Lighthouse Authorities to conduct their formal ports and waterways risk assessments IWRAP, an AIS based program, PAWSA, a consultative process and SIRA, a Simplified Risk Assessment now being delivered remotely. Details and quotations on a SIRA risk assessment for your port can be obtained at info@nauticalconsulting.com

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 53) to learn more about the benefits of membership.

Contact: Jane McIvor jane@pacificports.org | 1+604-893-8800 24 — PACIFIC PORTS — January 2021

ASSOCIATION OF

PACIFIC PORTS

HARBOUR MASTERS Today’s harbour master

Ensuring safety, security, and environmental protection

C

aptain Yoss Leclerc, recently elected President of the International Harbour Masters Association (IHMA), succinctly summarizes the duties and tasks of a harbour master. “Harbour masters are there to ensure safety, security, and environmental protection of all activities under his jurisdiction,” he said during an interview with APP’s Jane McIvor. “It is a huge responsibility, encompassing all aspects of a port’s operations, including people, infrastructure, movement and berthing of vessels, transportation systems, and cargo.” While the overall role of harbour masters may be similar around the world, it is the uniqueness of their port that determines the true scope of their work. Regardless of their duties, harbour masters can look to the IHMA for guidance on best practices, and representation within the maritime industry as a whole to ensure their voice is heard.

Background

While formally established in 1996, the roots of the IHMA can be traced back much further. Various regional and national associations, some formal organizations while others simply informal gatherings to share information, date back to the 1950s through to the 1980s. One of the strongest associations, the European Harbour Masters Association, with members from 14 European countries, recognized the importance of taking a more uniform approach to port operations and standards, particularly with regard to administration and navigational services, safety, and security. It was out of this organization that the IHMA grew.

Although it is accepted that ports vary greatly in geography, size and environment and operate with different

“It is a huge responsibility, encompassing all aspects of a port’s operations, including people, infrastructure, movement and berthing of vessels, transportation systems, and cargo.”

commercial and financial constraints, the IHMA was able to recognize and build on the strong common purpose each harbour master shared — to manage safely the movement of shipping within his or her area of jurisdiction.

This includes the management of: • People, including vessel traffic services operators, port operators and associated staff • Safe, secure, efficient, and environmentally sound port operations • Finances and marine assets • The provision of pilotage • The leisure use of the harbour Today, with over 250 members and 23 sponsors, the IHMA represents the common interests of those charged with overseeing port operations, regardless of their title. They have Consultative Status at the International Maritime Organization as well as the International Hydrographic Organization that ensures the world’s seas, oceans and navigable waters are properly surveyed and charted. Their input and participation on these, as well as other, likeminded organizations, such as the

International Standards Organization, the International Chamber of Shipping, and the International Marine Pilots Association to name just a few, have resulted in the successful collaboration on several initiatives and projects, such as the development of: • Guidelines and best practices for terminal design and operations • Standards for exchange data information (S211) • Technical guidelines for mooring equipment and systems • Guidelines regarding the handling of large vessels The IHMA is also part of Navigating a Changing Climate (NaCC), a multistakeholder coalition of nine associations committed to working together to support the inland and maritime navigation infrastructure sector as they respond to climate change; and the Maritime Anti-Corruption Network (MACN), an initiative working towards the vision of a maritime industry free of corruption.

Leclrec, who took over the leadership role at the IHMA in October 2020, is January 2021 — PACIFIC PORTS — 25

HARBOUR MASTERS Most definitely, the skills required for today’s harbour master demonstrate the growth and diversity of port activities. well-suited to the position. His maritime career spans over 30 years and includes senior harbour master and operations roles within the Montreal Port Authority, Vancouver Fraser Port Authority and, currently, the Port of Quebec. He is also the President and principal consultant with Logistro Consulting International Inc. (LCI), a Canadian-based international firm offering consulting services in marine, transportation, and supply chain management worldwide. LCI is involved from the concept stage to delivery of all projects including strategic development together with project management and implementation.

Today’s harbour master

When asked how the role of the harbour master has changed over the years, Leclrec was quick to point out

that increasing operational and social complexity has definitely affected the skills required for this critical position. “Indeed, nowadays, the harbour master is not only the port operations expert (regulatory, intermodal supply chain, performance, infrastructure projects, etc.), but must also be proficient in management skills and with a deep knowledge of technological advances (especially in operational systems and new greener/more efficient innovations),” he said. “The harbour master must also be strong in communications (with stakeholders, officials, communities, etc.) and be savvy in negotiations.”

To address the requirements of this ever-changing skill set, the IHMA has partnered with Lloyds Maritime Academy to offer members the opportunity to apply for a contributory bursary towards the Harbour Master’s

Diploma program. This is in addition to IHMA’s HM Continuing Professional Development (CPD) program, launched in 2018. “The objective of this initiative is to provide members with a method for tracking and documenting the skills, knowledge and experience gained both formally and informally beyond any initial training,” Leclerc said. “It includes a self-assessment measurement tool and the functionality to record CPD activity against occupational standards recognized by the IHMA.” Leclerc also described how the IHMA implemented a mentoring program where senior harbour masters from around the world provide coaching and mentoring to junior individuals. “In some instances, we have even enabled internship opportunities to allow junior individuals to join other ports around the world for a period of time to get theoretical and practical experience,” he added.

Today’s harbour

Most definitely, the skills required for today’s harbour master demonstrate the growth and diversity of port activities.

HARBOUR MASTERS “Today, harbour masters are involved in supply chain efficiency that can sometimes extend well beyond a port’s jurisdiction,” said Leclerc. “They must also address operations sustainability and social licence as well as climate change adaptation.”

Other factors that have impacted port operations and, hence, the harbour master’s responsibilities, include the increased size of vessels and the adaptations required by a port to accommodate them — both in terms of the physical logistics (capacity, depth, channel design, turning basin, bollard strength, energy supply, etc.) and operations (intermodal supply chain, railway, roads, etc.). Directly related to operations and the supply chain is digitalization, amplified by COVID19. “There is electronic data exchange in every aspect of port operations (for example, e-commerce, electronic navigation, vessels information exchange, cargo, regulatory data information exchange, blockchain, intermodal performance),” Leclerc said. “This trend has caused some disturbance in the way ports were accustomed to operating and the transition has been very resource intensive, hence, very challenging for smaller ports.”

The environment is another top priority for all ports. Ports not only need to address and implement complex international and national regulatory performance requirements but also enforce them, which involves important resources and necessitates acute internal expertise. Along with the environment, climate change is also of great concern for ports. “Across the planet, we are experiencing the effects of climate change — oceans rising, the frequency of hurricanes and the increased intensity of winds, waves, and extreme temperatures,” he said. “Ports must make significant investments in the resiliency of their operations and infrastructures to keep up. Moreover, the world is transitioning from a carbon economy, pushing ports, along with the rest of the marine

industry, to develop, test and implement new technologies, energies, regulations, processes, and protocols to address greenhouse gases and smart supply chains.

Yet another trend that has changed today’s harbour dramatically is the increased urbanization of coastal zones, usually in close proximity to port operations, requiring greater inclusion of the public to gain social licence.

“This non-exhaustive list of challenges proves that ports are amongst the most resilient organizations. They have been able to adapt to these huge disruptive natural and human trends while ensuring a safe, secure, and efficient maritime gateway to facilitate world trade.”

Beyond tomorrow

New initiatives are always in the works with the IHMA. One that is at the forefront of priorities for port management is “just-in-time arrival” systems. “IHMA is currently involved in an IALA (International Association of Lighthouse Authorities)-led project regarding standardization of port call messages. As we know, land-shore communications as well as exchanges amongst supply chain actors are the cornerstone of the supply chain performance, and they happen at all levels of the logistic and transportation system. In order to support the system’s enhancement, these communications need to be standardized

and formalized,” said Leclerc, adding that the initiative is one of many being developed. “Port collaborative systems, the emerging time stamp standard, route exchange formats, Electronic Product Code Information Services empowered by Global Standards One, National Single Windows are projects that all have the goal of improving efficiency of the supply chain.”

Additional work ahead for Leclerc and the IHMA team includes establishing a branch of the Association in Africa to focus on regional maritime issues common to the continent and to also look at whether there would be interest from harbour masters in North America to do the same.

In the long term, Leclerc said that the IHMA is looking to develop port operational standards and provide auditing services to ports around the world that wish to enhance their operations. “We would also like to strengthen our regulatory and technology watch to be able to inform members of emerging issues and provide guidance on the best path forward for these,” he said, using the example of Canada’s Single Window initiative which, although viable, could be improved by expanding and enabling broader integration of supply chain stakeholders, including the ports.”

For those wanting to learn more about the IHMA, please visit www. harbourmaster.org.

About Captain Yoss Leclerc, MBA, B.Sc. President, IHMA Captain Yoss Leclerc has over 30 years of experience in the maritime, logistics, transport and port industries. During his career at sea, he specialized in gas carriers (LNG, LPG), chemicals and oil tankers. Ashore, he has had the opportunity to work and collaborate in the strategic development of several major Canadian ports, such as the port of Metro Vancouver and the Port of Montreal.

During his many years in the maritime sector, he used his experience to develop durable solutions in response to a multitude of complex and diverse problems related to safety, security, emergency preparedness, Environmental protection and project management. His role as President of the International Harbour Masters Association enables him to work on various international maritime issues with international organizations such as IMO, ILO, IPA and PAINC. Yoss holds a master’s certificate (FG), a Bachelor of Science degree and a Master’s degree in Business Administration with specialization in logistics and transportation from the University of Montréal. Yoss also sits on the board of Directors of the International Sailor Society of Canada.

January 2021 — PACIFIC PORTS — 27

PORT STATE CONTROL Port State Control

An ideal of cooperation

By J.J. Smith

A

start-of-year quiz in an imaginary classroom (featuring student port managers and harbour masters, of course) might be this: What issue among the ports of the Pacific region commits them to shared, reciprocal action? Several answers can be suggested. They include the enhancement of maritime trade over competing modes of transport such as aviation, transfer of skills and managerial talent, shared security mechanisms, and building resilience to human-caused climate change.

The best answer, and not readily apparent because it operates effectively in the background, is port state control.

Port state control (PSC), as a means of ensuring safer shipping, has been three decades in development in our region.

With equivalent schemes for other areas of the word’s oceans — west Africa, the Caribbean, South America, Europe, and others — PSC has been the single most important governance ‘regime’ to improve the quality of design, construction, and operation of commercial ships in the modern era. This, arguably beyond the now many International Maritime Organization (IMO) administered

“What makes it possible for cooperation to emerge is the fact that the players might meet again.” Robert Axelrod, The Evolution of Cooperation treaties including MARPOL, the Polar Code, SOLAS and STCW. PSC as a system for collective sharing of information among countries with commercial ports and, where warranted, to act against substandard ships is effective because it works on the ideal of mutual burden-sharing.

The direct cost of inspecting and dealing with sub-standard ships is reduced while a uniform approach among countries enhances deterrence over time. This is the essence of PSC: Not conformance to a central rule found in an agreed treaty but instead a means of getting port states to act in their self-interest.

But what does PSC actually accomplish, and what does the future hold for it? The question leads us to consider how outlying countries that have avoided PSC might be persuaded to join regional agreements.

As with just about everything in commercial shipping, PSC has a footing in

Port State Control regions. In the Pacific, the Tokyo MoU (red) and the Acuerdo de Viña del Mar (yellow).

Elsewhere, the Indian Ocean (green), Mediterranean (dark green), Caribbean (olive), Abuja (west Africa) (dark red), Black Sea (cyan), Riyadh (Arabian/Persian Gulf) (navy) and Europe (Paris MoU) (blue). (Map courtesy of Wikipedia.)

28 — PACIFIC PORTS — January 2021

international law. On first impression, it seems curious that port state control isn’t a project of the IMO. (We can recall the IMO researches, designs and administers rules for shipping, but that it is states as members of the Organization which agree upon and implement rules. The IMO’s current greenhouse gas reduction initiatives — including a 40 per cent reduction of marine emissions by 2030 — are an example of how shipping-interested states agree [and fail to agree] on collective action.) However, we shouldn’t be surprised. The IMO’s constitutive treaty prohibits rules that would economically impede the shipping trade.

And, further, the idea that port authorities could enquire into a ship’s internal business was a long time evolving.

PSC was put on a legal footing with the arrival of the UN Convention on the Law of the Sea (UNCLOS). This ‘constitution’ for the oceans — adopted in 1982 and in force as a treaty from 1994 — deals only in passing with shipping.

An example is the right of a ship to pass ‘innocently’ through another country’s territorial sea. Article 218 of UNCLOS, “Enforcement by port states” provides for investigation of a ship that has polluted while at sea. Article 219 allows ships found “unseaworthy” and therefore a threat to the marine environment to be detained and directed for repair before they leave the port state.

On their own, Articles 218 and 219 did not extend PSC to information-sharing between ports or take action in nonenvironmental matters.

It was the 1982 Paris PSC agreement, styled as a memorandum of under-

PORT STATE CONTROL standing (MoU) between European countries (now 27 including Canada and Russia), as a first such agreement that would have a broader scope. The Paris MoU grew out of a 1978 agreement between European countries to check labour standards aboard ships in port and later (after the calamity of the Amoco Cadiz tanker disaster on France’s Atlantic coast the same year), pollution prevention in ships. Two agreements give coverage to most, but not all, Pacific ports: the 1992 Latin America Acuerdo Viña del Mar and the 1994 Tokyo MoU. In addition, Australia, Canada, and Russia are members of other agreements. Notable regional outliers include North Korea and the U.S. Until the second half of the 20th century, the regulation of shipping was almost exclusively a matter for flag states.

Several developments combined to give coastal and port states a role to deal with unsafe shipping. These included the increasing number of commercial ships on the world’s oceans, a trend that continues. Other factors moving regulation beyond flag states included larger and more technically complex ships built outside western countries and more ships registered in flag-of-convenience countries. The era of what can be called shipping’s democratization was underway. However, high profile disasters from the Torrey Canyon (1967) to the Exxon Valdez (1989) motivated public sentiment toward greater prevention.

States could less and less tolerate substandard ships trading into their ports.

A sufficient consensus to act emerged and UNCLOS arrived with a legal basis for collective intervention.

The Tokyo MoU — 21 countries from Chile to China — demonstrates how PSC works. The agreement is the most important of those which apply in the Pacific. Port states commit to collectively “attain a regional annual inspection rate of 80 per cent of the total number of ships operating in the region.” At any one time, it seems reasonable to expect that no less than a quarter of the global

commercial shipping fleet will be trading in the Tokyo MoU area. The agreement defines a list of international, mainly IMO-administered, treaties with standards to be checked in a visiting ship: From safety of life at sea (SOLAS) to load line certification and ballast water management.

These “rules-imposing” agreements administered by the IMO are relentlessly added to, which increases PSC’s complexity. An example is the IMO’s work to regulate air emissions and greenhouse gases in shipping. The maritime pollution convention, MARPOL, now comes with particular regulations for which a ship’s compliance may be verified under PSC, such as the required use of low-sulphur fuel (intended for air quality of ship emissions in populated coastal areas) and energy efficiency measures to reduce greenhouse gases.

The success of PSC is less a matter of shared regulation than it is the collective deterrence of sub-standard shipping.

The most severe enforcement — the possibility a ship may be detained and ordered repaired — is a powerful incentive for ships to comply with the “rulesimposing” agreements of the industry. A detained ship is a costly ship and sometimes subject to competing legal claims, with risk of its loss as a business asset.

The success of deterrence can be seen across the reporting figures for PSC MoUs. Year over year, port states encounter fewer troublesome ships. Recent year detentions by Tokyo MoU members bear this out. (See: <www.tokyo-mou.org>, “Detention List”) In economic terms, this is a shifting of the cost to avoid risk — designing, building, and maintaining

safe ships — from the public realm (ports and those who use the oceans) to better positioned ship owners. In addition, a collective sharing of information and confidence that another PSC cooperating state will act against substandard shipping reduces what would otherwise be stand-alone regulatory costs.

We should be careful of asking too much from PSC. Port states know misplaced and excessive regulation can be a barrier to trade. And they recognize their competitive advantage interests.

The goal of safer shipping involves more factors than what we can call “expected on-arrival regulation.” Joining-up PSC agreements, as larger, geographically reaching MoUs could defeat the mutual trust which limited numbers of port states share with their regional counterparts. Adding desired performance rules beyond the core of IMO-administered shipping-specific agreements threatens complexity. And the demand on national maritime administrations for the relentless work of PSC is something to consider as the global economy recovers from the SARS-CoV-2 pandemic.

Shipping is the great business of human trade. The United Nations Conference on Trade and Development, UNCTAD, reminds us of this in its Review of Maritime Trade 2020 report.

(See: <www.unctad.org>) Almost 100,000 commercial ships of more than 100 tonnes operate on the world’s oceans, in 2019 carrying just over 11 billion tonnes of goods. We might observe that never in human history has so much moved for so many so efficiently. And safely.

About Jeffrey J. Smith Dr. Jeffrey Smith teaches law at the Norman Paterson School of International Affairs in Ottawa. His areas of research include marine regulatory design and environmental protection of the oceans. A former Royal Canadian Navy chief engineer, he was counsel to the United Nations for law of the sea in East Timor (Timor-Leste) during that country’s transition to independence.

January 2021 — PACIFIC PORTS — 29

ENVIRONMENT

Three options for a greener port

C

hris Richardson, President of BNAC Environmental Solutions, has dedicated his entire career to improving the environment, and human health and safety, through the replacement of toxic chemicals for equally — and in many cases — more effective

solutions for industrial cleaners, highperformance lubricants, and products that reduce harmful air emissions.

When asked to provide options for APP members interested in finding the best products to use for their own operations, Richardson chose the following three.

Aderco

Reducing emissions — and your environmental footprint — is as simple as improving your fuel. Aderco improves fuel burn, increases fuel lubricity, and reduces DEF consumption, lowering operational costs. Cascadia Scientific completed fuel improvement testing for Alcoa Mines in Australia and

30 — PACIFIC PORTS — January 2021

showed a 4.5 per cent reduction in fuel consumption when using Aderco. It’s good to be Green.

Since 1981, Aderco has been developing fuel treatment solutions that improve fuel efficiency and operational reliability while reducing overall environmental impact.

These environmentally responsible fuel treatment solutions are at the core of the business strategies of numerous blue-chip companies in the global marine, mining, and land transportation sectors.

Aderco’s approach is straightforward and based on dialogue. It is aligned with three fundamental principles shared with all their customers: Efficiency, Economy, and Environment. The implementation of solutions is systematically monitored, evaluated, and quantified — without any disruption to operations.

Reducing the environmental impact of vehicles is a major challenge but using Aderco fuel treatment solutions is a step in the right direction. The performance and sustainability of Aderco products are confirmed by and registered

with international testing and certification bodies, including Bureau Veritas, SGS and Intertek. Aderco solutions do not impact fuel specifications and are compliant with the EU’s REACH (Registration, Evaluation, Authorization and Restriction of Chemicals) as well as Australia’s NICNAS (National Industrial Chemicals Notification and Assessment Scheme).

Aderco’s V35 surfactant technology is a 100 per cent plant-derived solution that acts as a combustion improver combined with added lubricity improver.

Aderco V35 was developed for medium fuel users and storage facilities and works in all types of residual or distillate fuels.

Aderco V35 homogenizes fuel, cleans, and protects components, maximizes the energy potential, and minimizes emissions. It is designed to solve fuel-related problems before, during and after combustion. There is only a physical action on the fuel, there is no risk of a chemical reaction and no change to the fuel specifications. Aderco V35 is classified as non-hazardous and non-restricted for transport. The treatment is self-dispersant – no dosage or mixing equipment required. With a dosage rate of 1L for 20,000L, it offers a significantly reduced cost per litre of fuel treated.

ENVIRONMENT The primary action of Aderco V35 is to condition fuel. Acting as a powerful surfactant, Aderco V35 keeps the hydrocarbon molecules optimally dispersed and breaks down any agglomerations that can impair fuel combustion and lead to engine damage. In addition, Aderco V35 acts as a de-emulsifier, preventing water build-up. It ensures optimum fuel atomization and thus a more thorough, cleaner combustion. Besides a smoother running engine with better fuel economy, you also benefit from lower noxious gas and particulate matter (PM) emissions.

The secondary action is as a lubricity improver. Lower sulphur content in fuel brings both significant health and environmental benefits. The typical process used to remove sulphur from diesel fuel (hydrotreating) also reduces the compounds that ensure lubricity (polyaromatics and nitrogen/oxygen compounds). Aderco V35 forms a protective film on components of the fuel injection system that depend entirely on fuel lubricity. This minimizes wear, extends service intervals, and cuts maintenance costs. Independent tests confirm that Aderco V35’s lubricating component restores the lost lubricity of low/ultra-low-sulphur fuel to safer levels.

Aderco V35 is the latest generation of fuel treatments, delivering optimum results in terms of efficiency, economy, and the environment.

Generation 2 Filtration

Reducing environmental impact, greenhouse gases and waste while saving money is the new way of doing business. During a case study in 2019 with Kalmar Top Pick at a B.C. port, it was determined that the G2F Micro Filtration system will save 700 litres of oil per year, 3,500L over a five-year period. The labor savings, cost of oil, and all the waste associated with the new oil can be in the tens of thousands of dollars in savings over the years per unit.

Reducing environmental impact, greenhouse gases and waste while saving money is the new way of doing business.

A four-minute filter change instead of a full oil change prevents dirt sandblasting effect through the system.

Compounded with the presence of water, and the formation of acids, the system is subjected to accelerated erosion, abrasive wear, adhesive wear, cavitation, fatigue, oxidation, varnishing, gum and sludge formation, decreasing the life and efficiency of the component, creating a catastrophic failure in time. Without the removal of water and ultra-fine contamination, full-flow filters alone cannot keep oil consistently clean.

Generation 2 Filtration is extending engine oil and hydraulic fluid life by three to six times normal service life with less waste, cleaner operating equipment, less oil to purchase, less transportation costs, less cost of maintenance and, of course, more uptime.

G2F removes ultra-fine contamination and water that is normally missed by existing filters, dramatically extending the life of oil and the component.

The philosophy of changing oil at a prescribed interval has changed substantially in recent years. With today’s availability of affordable and accurate oil sample analysis, one can quantitatively monitor contamination levels, oil condition, and wear trends within a component. This valuable tool allows for the prolonging of oil life while achieving targeted rates of mechanical wear.

The oil filter is an important component of any lubrication system, and is essential for enhancing longevity and performance. Filtration is the process of

separating insoluble particulate matter from the fluid by forcing it through a filter element and trapping the contamination in the media. The density and volume of the media, and the rate of flow, will determine the size, rate, and type of contamination removal.

The majority of existing OEM primary oil filters are full-flow and are designed to protect the component from larger particles in the oil, preventing failures. By filtering large volumes of oil required by the component through a coarse filter element, they are not designed to polish oil or remove high concentrations of silt, soot, or water.

To put it into perspective, human hair is typically 75 microns in diameter, and the human eye can see particles 25 microns in size. The standard diesel engine oil filter is rated at 25 microns, while many hydraulic filters are 10 microns. With both being full flow, their ability to remove ultra-fine particles is limited. These ultra-fine particles account for most of the contamination associated with diesel engine and/or hydraulic pump wear. In addition, fullflow oil filters do not efficiently remove the water or condensation produced in the combustion process.

Generation 2 Filtration polishes small volumes of oil at low-flow rates (down to one micron) through the precision wound, multi-ply axial-flow cellulose element, removing the ultra-fine contamination and water normally missed by standard filters. With four stages of filtration, G2F elements are designed to meet and exceed servo control valve requirements associated with high January 2021 — PACIFIC PORTS — 31

ENVIRONMENT

EAL products must be used on equipment with oil-to-sea interfaces unless technically infeasible and are mandatory in United States waters since 2013. accuracy and stability, precise positioning, fine velocity and acceleration controls, found in hydraulics and other high-pressure applications.

PANOLIN®

CO2 reduction — an obligation for every company. For over 25 years, PANOLIN EAL/ECLs have been helping to preserve the environment. With PANOLIN HLP SYNTH 46, you can

32 — PACIFIC PORTS — January 2021

easily and rapidly improve your CO2 balance than with other lubricants.

PANOLIN HLP SYNTH 46 can reach an up to 88 per cent better CO2 balance compared to traditional hydraulics. It is a “fill for life” hydraulic fluid that will not break down and become compromised, ruining equipment, and causing costly downtime.

PANOLIN’s warrantee is the strongest of any hydraulic fluid anywhere, giving ports peace of mind that vessels and equipment will operate for decades without an oil failure (some bio oils actually have a best before date on the drum).

BNAC Environmental clients like BC Hydro, Metro Vancouver, Global Container Terminals, Westshore Terminals know that by using PANOLIN they are contributing to their zero-waste goals and reducing labor and transportation costs. Traditional hydraulic oils require changes every 3,000 to 4,000 hours.

PANOLIN meets the specific needs of customers in heavy machinery, maritime, exploration and oil rig industries, as well as forestry, railway, transportation, agriculture, and hydropower sectors, from coast to coast.

Environmentally acceptable lubricants (EALs) are defined as biodegradable, non-bio-accumulative and minimally harmful for aquatic environment (like fish, seaweeds, etc.). EAL products must be used on equipment with oil-to-sea interfaces unless technically infeasible and are mandatory in United States waters since 2013.

PANOLIN is historically proven to be a readily biodegradable, environmentally considerate lubricant (ECL), offering an exceptionally long lifetime guarantee. PANOLIN, the Swiss company that has developed, manufactured, and marketed synthetic biodegradable ECLs to over 45 countries since 1985, has entrusted BNAC Environmental Solutions, a Canadian company to recommend products that will meet your needs as part of its GREENMARINE GREENMACHINE concept. BNAC will help you convert your machinery and issue a compliance certificate, following an independent laboratory oil analysis, after each equipment conversion.

PANOLIN lubricants are recommended and approved by the world’s leading hydraulic component and equipment manufacturers. The environmental performance of these biodegradable lubricants is recognized by top international brands and, moreover, they comply with worldwide government environmental legislation. Their technical characteristics are designed to perfectly fulfill Canada’s extreme winter temperatures. PANOLIN HLP SYNTH can be poured at temperatures as low as –60 °C. The PANOLIN GREENMACHINE GREENMARINE concept helps to convert equipment with environmentally considerate biodegradable lubricants, reducing maintenance and lubrication costs by at least 50 per cent and your carbon footprint considerably.

Given the financial savings, reduction in downtime and, the long-life guarantee, when one puts their trust in PANOLIN products, carried by BNAC Environmental Solutions, they are demonstrating corporate social responsibility for their company and for the future of our planet.

All products noted in this article are available through BNAC Environmental Solutions. Visit www.bnac.ca for more information. PP

:

PORT PROJECTS: PORT ALBERNI

Port Alberni builds the case for a floating dry dock

H

istorically, the City of Port Alberni relied heavily on British Columbia’s forest industry as a mainstay of economic growth. As a shift in that industry saw the beginnings of a decline in port activity, the Port Alberni Port Authority (PAPA) reacted by investigating and placing greater focus on the development of a more diverse maritime industry.

Recent new businesses that have been welcomed by Port Alberni, including seafood processors and a bottled water exporter, have improved the market for yet another maritime sector — that of ship building and repair. “As more and more marine businesses call Port Alberni home, the need for expanded facilities to service vessels is a natural next step,” said Zoran Knezevic, CEO for PAPA, adding that the proposal for a floating dry dock aligns with a number of current government and industry goals.

Knezevic wasn’t the only one who was implementing actions in response to the changing landscape. Canadian Maritime Engineering (CME) established operations in Port Alberni in 2013 to take advantage of the increase in vessel activity in the area, including commercial fishing vessels, recreational boats, ferries, and naval and coast guard vessels.

Now, realizing the full potential of Port Alberni’s “middle-of-the-coast” location in British Columbia, CME and PAPA, supported by local, regional and provincial governments, First Nations, and community and industry stakeholders, have taken the first steps in laying out a business case for a floating dry dock.

...realizing the full potential of Port Alberni’s “middle-ofthe-coast” location in British Columbia, CME and PAPA ... have taken the first steps in laying out a business case for a floating dry dock. economic impact and benefits as well as the specifics of the project for a floating dry dock in Port Alberni.

Situated on PAPA-administered Provincial foreshore, adjacent to property purchased by CME in 2016 for an expansion of their Port Alberni ship construction and repair facilities, the new floating dry dock would be constructed in three phases: the first section will be between 100 and 110 meters long and 40 to 45 meters wide with a

weight capacity of 5,000 metric tonnes; the next phase will see the length and weight capacity doubled with the addition of a similarly sized second section; and in the third stage, the length and weight capacity will again be increased to approximately 300 meters and 15,000 metric tonnes.

Total costs are projected to be just under CD$70 million — CD$30.8 million for Section One; and CD$19 million each for Sections Two and

Details

Hired by PAPA, CME, and the Port Alberni Floating Drydock Community Committee, MMK Consulting undertook an extensive assessment of the

Key to the success of the floating dry dock proposal is the alignment with provincial and federal objectives. Note: Economic and employment impacts include direct/indirect/induced effects (2020 dollars).

Sources: Province – BC Budget 2020 Strategic Plan, A Stronger BC, for Everyone. Federal – Investing in Canada: Canada’s Long-Term Infrastructure Plan (2018).

January 2021 — PACIFIC PORTS — 33

PORT PROJECTS: PORT ALBERNI Three — with labour representing just over 60 per cent of total expenditures.

While the MMK Consulting study provides for a 4.5-year construction time frame (1.5 years per section), Knezevic noted that it could be completed much quicker if the full project costs were secured. “The ideal plan would be to have each section built successively but be able to use the first section right away to provide for an additional revenue stream,” he said, adding that CME already has a new build order book for smaller vessels that stretches out three years based on current capacity. “They’re using every spare inch of

their facilities to build catamarans, tug boats and other commercial vessels. The addition of the floating dry dock would allow them to build more but also much bigger vessels.”

Capacity and customers

With a total 300 meters in length and the ability to accommodate vessels up to 15,000 tonnes (with 24/7 emergency services), the floating dry dock would be one of the largest facilities on the B.C. coast and an attractive option for both Canadian and U.S. vessels. In evaluating the market, MMK Consulting found that the

Located at the head of the Alberni Inlet on Vancouver Island, British Columbia, Port Alberni’s proposed floating dry dock will provide significant benfits for the region. Areas include Port Alberni city and census agglomeration (CA), Alberni-Clayoquot regional district (RD), Vancouver Island/Coast economic region, and BC. Sources: Statistics Canada (Census 2016), Google Maps, BC Assessment.

34 — PACIFIC PORTS — January 2021

facility would be suitable for even the largest ships in the BC Ferries fleet as well as those of the Canadian Royal Navy, Canadian Coast Guard, and a vast array of Canadian and American fishing vessels, barges, tugs, oil spill response vessels, tourism ferries and, potentially, cruise ships and LNGrelated projects.

“Port Alberni’s geographic location does not present any access concerns for BC Ferries or other fleets,” said Knezevic. “Indeed, BC Ferries sees having good availability of B.C.-based dry dock services as being strategically important and views the West Coast marine industry as being under-served by existing facilities.”

Knezevic’s comment is backed up by a recent study by KPMG for the Association of BC Marine Industries.

Findings from the study confirmed that “B.C.’s marine infrastructure is insufficient to fulfill increased demand for ship refit and repair services. Specifically, there is a critical shortage, in British Columbia, of dry docks able to accommodate larger vessels (over 1,000 tons)…To exacerbate the infrastructure shortages, demand is expected to continue to rise as a result of increasing marine traffic from the Pacific Rim.” (Source: BC Industrial Marine Sector Economic Impact Analysis and Subsector Assessment Report, August 2020) Another key consideration that bodes well for the project is Canada’s commitment to spend $2 billion on northern development and passage. “The facilities at Port Alberni, including the floating dry dock, will become the terminus and anchor for this initiative given that there is no clear plan or place to give the North their needed working yards,” said CME President Tony Kennedy. “Future development in the North will be built by modular construction. Also, the mechanical and structural demands of the vessels and barges required for this development will need to be provided by companies like CME.”

PORT PROJECTS: PORT ALBERNI Economy and labour

The business case for CME’s floating dry dock in Port Alberni is compelling when considering the potential impact on local, regional, and national economies as well as the opportunities for skills training and meaningful employment.

During construction, the employment impact is estimated at 527 personyears, including direct employment of 360 and indirect/induced employment of 167 with a total GDP estimated at CD$66.5 million. Given the labourintensive nature of the project, more than 85 per cent of the employment is projected to be in B.C., mostly in Port Alberni and nearby communities. For the Port Alberni area, the economic impacts are equivalent to a nine per cent reduction in the number of people unemployed; a two per cent increase in total employment income; and a one per cent increase in average employment income levels. The total economic output associated with the construction project is estimated at CD$95.5 million in Canada with an estimated GDP impact of CD$66.5 million. Labour income is estimated at CD$62.7 million and tax revenues are estimated at CD$8.6 million.

When operations begin, the dry dock is expected to provide direct employment of 68 during its first full year of operation, mostly for Port Alberni residents.

When indirect and induced impacts are factored in, total first-year employment is estimated at 140. Looking over a 30-year time frame, total economic impacts are estimated at CD$1.2 billion in output, CD$605 million in GDP, CD$374 million in labour income, and CD$36 million in tax revenues.

Perhaps one of the most appealing arguments to community and government stakeholders is how the project carefully considers the opportunities for women, youth, and Indigenous peoples.

“Our First Nations community, making up 17 per cent of our population, has been very supportive of the initiative,”

Perhaps one of the most appealing arguments to community and government stakeholders is how the project carefully considers the opportunities for women, youth, and Indigenous peoples. said Knezevic. “The project recognizes, and builds in, meaningful steps toward reconciliation efforts and to provide skills training that will offer life-long careers, something that’s very important for both the Port and the City.”

For example, CME and North Island College are currently developing a welding training program in Port Alberni, which would provide for 16 locally based Indigenous men and women.

The five-month training course would lead to welding apprenticeship positions working on the dry dock construction.

In addition, the new facility will create direct and indirect employment opportunities for younger community members, helping to reverse trends of an outflow of young people away from Port Alberni in search of meaningful employment and career opportunities.

In total, up to 320 new training and apprenticeship positions in welding would be created during the first 20 years of the program. Potential training programs that could also be delivered by

North Island College, should the project go ahead, include millwright and heavy equipment repair training as well as a number of related marine training courses that have been traditionally offered further up-island but could potentially be established in Port Alberni.

Environmental sustainability

In addition to the benefits of more meaningful employment that will be realized for the Port Alberni area — and thus improving the quality of life for many, often marginalized segments of the community, CME’s dry dock tackles a number of environmental issues. At its most basic, the proposed site for the facility is a brownfield property which CME has committed to remediating and rehabilitating. Once in operation, the dry dock will not only be providing the type of maintenance, repair and refit services that will help vessels to operate in a cleaner and more environmentally sustainable manner, it will also have great potential use in terms of managing

3 Locations on Vancouver Island 24/7 Emergency Services: 877 468-1888

January 2021 — PACIFIC PORTS — 35

PORT PROJECTS: PORT ALBERNI emergency environmental response situations, a possibility that CME has already started exploring. And, recognizing the importance of on-site environmental best practices, CME would join with PAPA in participating in the Green Marine Certification Program.

Next steps

With CME ready to start construction, two important steps are now the focus for them, PAPA, and the Port Alberni Floating Drydock Community Committee. “We are currently working to secure a long-term water lot lease for the facility,” said Knezevic. “Water lots and foreshore in Port Alberni are managed through an agreement with the provincial government. Our current agreement expires in 2023 but we are

working now to secure the agreement for an additional 25 years — a requirement from financial institutions to allow CME to secure financing.”

The funding formula currently being considered calls for 25 per cent private sector funding and the remainder to come from public sources — municipal, regional, provincial, and federal. “We have been engaged with both provincial and federal government agencies and have received a very enthusiastic response,” said Knezevic. Indeed, in early October, just before winning the majority in B.C.’s provincial election, Premier John Horgan, committed to launching a longterm shipbuilding strategy, including strategic investments in repair, maintenance, and refit. “Our long-term strategy is about making strategic investments

that will keep B.C. shipyards modern and competitive, able to win more contracts and create more jobs.”

In addition to the Premier’s specific commitment to the shipbuilding sector, a $1.5 billion economic stimulus package from the provincial government could also provide a source for Port Alberni’s plans.

Discussions with federal government representatives have also gone well but, noted Knezevic, as is typical for federal funding, they require confirmed support from provincial agencies before committing.

With CME, PAPA and the Floating Drydock Community Committee all working toward securing funding, the odds are in their favour for a successful outcome. PP

Rendering of the proposed floating dry dock located in Port Alberni. Source: Canadian Maritime Engineering Ltd. 36 — PACIFIC PORTS — January 2021

:

PORT PROJECTS: SKAGIT

Broadband: The bold idea of a better way

By Linda Tyler, Port of Skagit

I

n a time, and more specifically during a year, when the need for connection cannot be overstated, the Port of Skagit is making progress on bridging a digital divide that is destined to keep widening if left unfettered.

In 1934, President Roosevelt created the Rural Electrification Administration to bring electricity to the west. Within 20 years, 90 per cent of rural homes in the west had affordable electricity. Today, our country is facing a similar challenge of bringing an essential service — reliable, affordable, high-speed broadband — to all corners of our communities, especially to rural, under-served and unserved populations.

Broadband service is no longer a luxury used for surfing the web, scheduling a pet grooming appointment, or checking out the latest TikTok video. It has become increasingly vital and is more aptly defined as a basic utility like water, sewer, and electricity. People are relying

This bold idea of a better way — to collaborate rather than compete — was well-received and garnered some traction. on connectivity for education, employment, health care, economic opportunities, public health, safety, and other essential services on a daily basis.

The issue is no different for the Port of Skagit, located in northwest Washington State between the metropolitan centers of Vancouver, B.C., and Seattle, Washington. Three years ago, the Port conducted an East County Telecom Survey in its district, and uncovered harsh inadequacies in internet service performance, affordability, and availability. Responses from east county residents revealed that merchants couldn’t process business transactions, students couldn’t complete their homework, teachers weren’t able to develop lesson plans,

healthcare professionals were hindered in providing care to their patients.

These shortcomings were negatively impacting economic opportunities, livelihoods, sustainable jobs, quality of life — the very attributes the Port of Skagit takes pride in developing and growing within its community. Not unlike the urgency level with any technologyrelated matter, immediate action was needed…preferably yesterday.

The Skagit County Community Fiber Optic Network

The notion of a countywide fiber optic network came about organically.

While the Port of Skagit was poised to make a request to Skagit County

The installation of a Telecom Hut at the Port of Skagit, enabling providers to access the new fiber optic system and deliver service to their customers.

January 2021 — PACIFIC PORTS — 37

PORT PROJECTS: SKAGIT for economic development funds during a highly competitive process with other agencies and municipalities, an idea struck — what if all these groups applying for fiber optic support organized themselves and developed a community wide plan for a unified, cohesive platform? This bold idea of a better way — to collaborate rather than compete — was well-received and garnered some traction. Soon to follow was a vision of a system that would benefit all communities called the Skagit County Community Fiber Optic Network.

The Port of Skagit and its partners got to work, identifying potential funding sources, developing plans, and forging strategic partnerships to help guide their collective work and capitalize on the experience and know-how of their colleagues. The group first turned to the Port of Whitman for mentorship. They developed their fiber optic network in eastern Washington two decades earlier. The Port of Whitman provided the group with an invaluable road map to navigate the world of networks and all its inherent challenges and opportunities. Bringing together ports, cities, towns, government agencies, economic development groups, and others was another key element to building a strong strategic plan and vision. It also led to the important partnership between the Port of Skagit and the Skagit Public Utility District.

This seemingly unlikely collaboration gave way to SkagitNet, a joint governmental LLC created to oversee the operation and construction of the Skagit County Community Fiber Optic Network. Existing PUD infrastructure, combined with the Port’s mission of building economic development opportunities, helped connect the dots for this six-segment, 80+ mile span of dark fiber backbone, from the shoreline of the Salish Sea to the foothills of the North Cascades.

SkagitNet LLC was formally created in 2018 and quickly got started on its homework of determining what 38 — PACIFIC PORTS — January 2021

infrastructure was already in place that could be used for this countywide network. Along a parallel work track was forming more strategic collaborations, asking the right people for help, and building relationships with private-sector ISPs (internet service providers) who would be leasing the dark fiber system.

This publicly owned network is operated as an open access, carrier grade, multi-provider environment enabling private ISPs to access and lease the system, giving their customers consumer choice and competitive pricing. Additionally, revenues collected from the ISPs leasing the system are used to support ongoing maintenance and reinvestment into more capital SkagitNet projects, sustaining and expanding the system beyond anything one single entity could do. The model is not unique, but it is a bit revolutionary. Ports are in the enviable position of being mission-driven, not profitdriven. Ports are able to realize a return on investment over a longer time frame than that of the private sector, allowing them to fill a critical gap in infrastructure investment that won’t be filled by a for-profit company in need of quick returns. Ports, in turn, are able to be nimble and responsive to the unique needs of their respective communities.

Funding for this project has also been diverse. Skagit County committed an investment of $1 million annually for a total of three years to support the countywide fiber optic network, recognizing and confirming the value of this project for its citizens.

The Washington State Department of Commerce, through its Community Economic Revitalization Board (CERB) and Public Works Board have collectively committed more than $3.5 million for planning, construction

and, most recently, expansion beyond the original scope of six segments.

With a loan/ grant combination from the Public Works Board, the project is expanding to one of the most difficult communities to connect geographically: the Sauk-Suiattle Indian Tribe in the southeastern corner of Skagit County. What makes this section of network so critical is that it will provide huge value in regional redundancy, bringing service to a location that has zero options for connectivity, and fulfilling the Port’s mission of bringing economic opportunity to all areas of its district, no matter how isolated, no matter how small.

As the old saying goes, success breeds success. To date, five of the six original segments of the county-wide fiber optic backbone are complete and operating, utilizing new construction as well as existing PUD infrastructure. The network is currently operating with five private internet service providers leasing the system, delivering their service to their customers. Work continues on the expansion beyond segment six to the Sauk-Suiattle Indian Tribe, including design work and cultural resource studies. More port districts throughout Washington State are working collaboratively, in order to build their own networks and meet the needs of their own communities.

More than 800 different communities throughout the country follow a similar model. Public infrastructure, private service, and more rural connectivity are common goals, and the Port of Skagit is part of the conversation at the state level in creating a replicable model that works. The recipe calls for strategic partnerships, collaboration, a willingness to learn and listen, and the bold idea that perhaps there is a better way. PP

:

PORT PROJECTS: NEWPORT

Port of Newport embarks on infrastructure improvements

By Angela Nebel, for the Port of Newport

T

he replacement of the Port Dock 5 pier at the Port of Newport is a significant investment in the commercial marina where one of Oregon’s most productive fishing fleets is homeported. The $2.4-million pier reconstruction project is not only a much-needed overhaul of the 60-yearold facility but is also envisioned as the first spark of a chain reaction expected to prepare the Port and an evolving fleet for the next half century.

Originally constructed in the early 1960s, Port Dock 5 is home to 80 vessels that haul in Newport’s famed Dungeness Crab, as well as pink

Port officials have recognized for some time that the condition of the pier was well beyond any minor repairs and began the search for funding. shrimp, black cod, halibut, tuna, and more. The dilapidated pier, a wooden structure comprised of 50 wood piles and 11 mostly wooden bents, is the conduit for potable water, fuel lines, power, and more to the boats, as well as a floating fuel facility.

Port officials have recognized for some time that the condition of the pier was well beyond any minor repairs

and began the search for funding. In the meantime, they enacted strict but necessary limitations.

“We built a gate four years ago to reduce the main amount of public traffic down there,” explained Kent Gibson, harbormaster for the Port of Newport’s commercial marina.

The pier that once allowed for truck traffic was restricted to the vehicles

The 60-year-old access pier to Port Dock 5 will be replaced in 2021. (Photo by Ken Gagne) January 2021 — PACIFIC PORTS — 39

PORT PROJECTS: NEWPORT

An artist’s rendering of the new pier to be constructed at the Port of Newport. servicing trash, portable toilets, and the fuel facility. Loading supplies on and off boats became a much greater challenge.

“Before, they could bring a truck within 20 feet or so of the ramp,” Gibson said of boat crews. “Now, with limitations, they are probably 130 feet from the end of the ramp to haul in their parts, supplies, groceries, or whatever else must come aboard.”

In February 2020, the Economic Development Administration (EDA) of the U.S. Department of Commerce awarded the Port a $1.2-million grant to replace the fixed dock, gangway, and gangway float. The result will be a new access pier that is capable of handling vehicular traffic, as well as beefed up electrical lines with a larger amperage for vessels that desire it.

For Ted Gibson, owner of F/V Lady Kaye and F/V Tabitha, that’s welcome news. As much as hauling heavy equipment to the boats was a pain, the owner says the dated electrical system was an even bigger challenge.

“The electrical is a disaster. It’s old and the boxes burn out, so we need to get that upgraded and that’s part of the 40 — PACIFIC PORTS — January 2021

project. It’s almost more important than the ramp itself,” he remarked.

Even to those who aren’t working inside the commercial marina, the investment in the pier is seen as a positive sign. Rondys Inc. is currently developing an industrial park to service marine industries, located on the southeast side of the Port’s International Terminal.

“We’ve seen the fishing fleets continue to modernize over the years, but there is often a lag for the supporting shore-side infrastructure,” observed Evan Hall, president of Rondys Inc. “The Port Dock 5 pier project not only shows the Port’s commitment to the industry, but also has the potential to help expand its local footprint and give that economic engine a tune-up.”

While the new pier will be a welcome sight to the fishing businesses that operate from Port Dock 5, it is also an environmental victory. The abundant wood pilings will be replaced by a greatly reduced number of steel piles and the concrete slab deck will include a stormwater collection system.

Federal officials played key roles in securing the funding and celebrated

the news when the grant funding was announced.

“When the fleet thrives, the Lincoln County economy thrives. That’s why infrastructure upgrades — like the construction of a new pier in Newport — couldn’t be more important,” said Senator Jeff Merkley.

Representative Kurt Schrader praised the decision to “prioritize the modernization of this piece of infrastructure that is so critical to the regional economy, the fishing community, and the future of so many small businesses on the Oregon Coast.”

Since the announcement, Port General Manager Paula Miranda and Director of Operations Aaron Bretz have shepherded the project through the necessary stages, including the hire of HDR Inc. for project management and the creation of the construction documents needed before a Request for Quotation (RFQ) was issued in early December.

Port officials are hopeful the project can be launched before the end of the in-water work window allowed by state regulators, which ends in February. If not, the funding and permits will still be in place for a fall construction.

PORT PROJECTS: NEWPORT “The pier replacement is really a launching point for a long-term vision for the commercial marina,” explained Miranda.

With the top ticket item on their to-do list securely underway, Port officials have been focused on the future and the long-term demands on the Port’s infrastructure.

“The pier replacement is really a launching point for a longterm vision for the commercial marina,” explained Miranda.

“The greatest need that we are focused on next is replacement of Port Dock 7. We have a grant specialist in discussion with a number of federal agencies in hopes of securing the funding for the first step, which is the development of plans.”

Thanks to long lead times and the slow pace of funding cycles, Port officials must address multiple issues at once and another important element of the marina’s future is already in the study phase.

In response to a Port of Newport request, the U.S. Army Corps of Engineers (USACE) has been going through the “federal interest determination” process in 2020 to address whether a USACE Section 107 dredging project into the marina will be considered. Miranda and her team are anticipating a favorable response in February, which would move the project into the feasibility study phase. That means a price tag of roughly $900,000, with the Port of Newport covering half the cost, which the Port Commission has covered in this year’s budget.

Consistent with Section 107 navigational improvements, the Port requested a federal channel be dredged to 20 feet below MLW (mean low water) through the entire marina. It would also create a turning basin and a deep channel to the hoist dock for larger boats.

This laser focus on an improved infrastructure is welcome news to a whole host of people related to the seafood industry.

Anthony Dal Ponte is the Director of Legal and Government Affairs at Pacific Seafood, which operates five processing locations in Newport and employs a few hundred people.

“Anything that helps the commercial fishing fleet helps the seafood industry as a whole,” Dal Ponte said when asked to reflect on future improvements. “We are all in this together and it starts with the boats, so we very much appreciate the Port’s efforts to improve the infrastructure and improve the services provided to fishermen.”

Bob Eder is one of those fishermen. As an annual moorage holder at the Port of Newport for more than 35 years and owner of the F/V Timmy Boy, Eder is well-versed in the value of commercial fishing to the community and the need for the Port of Newport to keep pace.

“Newport is an incredible place to work. It has so much to offer in terms of processing, the support services, the quality of

the fleet, the relative competitiveness and the ability to innovate, but we really need basic infrastructure to be supported and we aren’t there yet,” he remarked.

“That includes the need for some redesign in the marina. Boats are getting wider and we have very few slips that can accommodate the new or rebuilt boats.”

Mike Pettis knows something about that. He’s had Port of Newport General Manager two vessels sponsoned, Paula Miranda creating wider boats with greater stability and more capacity while staying within permit limitations dictated by the industry.

“With length-based limited entry, it creates a want for people to make their boats as productive and safe as possible within a certain length. So, the boats got wider and wider and could carry more and more crab pots and more product, too, all within that certain length,” he explained.

This year, the F/V Jaka-B went into the shipyard at 57 feet long and 15 feet wide and came out at 61 feet long and 24 feet wide. Although he has increased capacity, it comes with some extra considerations.

“For 20 years, the Jaka-B had a stall of its own inside Port Dock 5. But when you go from 15 feet wide to 24 feet wide, you don’t fit into your slip anymore. You end up on the outside of the dock where the bigger boats go and nobody gets an assigned slip there,” Pettis said.

The push to accommodate larger vessels, including some that are currently tied up at the Port’s International Terminals, is part and parcel of the goal of marina reconfiguration.

Harbormaster Gibson knows first-hand the difficulties in accommodating an ever-evolving fleet.

“The goal of reconfiguration is to allow the berthing of boats that are getting longer and wider while also replacing a dilapidated Dock 7. There is no other way to accommodate the number of boats and the size of boats we need without it,” he said.

“As a Port, we are very focused on improving the commercial marina because it is necessary for the future success of the fishing fleet, but also for our flexibility when it comes to shipping opportunities at the International Terminal,” said Miranda. Starting with the improvements at Port Dock 5 and including the pursuit of grants for Port Dock 7 and the forward momentum of the Army Corps dredging project, the general manager, and Port Commission hope to orchestrate a chain reaction the leads to a reinvigorated Port of Newport for decades to come. PP January 2021 — PACIFIC PORTS — 41

: MARITIME COMMUNITY

WSP: A key partner in Canada’s Pacific maritime community

E

ach year, Canada’s Pacific maritime community comes together to show support for seafarers through the Mission to Seafarers’ Cycling for Seafarers fundraising event. While the pandemic moved this year’s program to a more virtual experience, a “physically distanced,” final-day cycle provided participants an occasion to show their support in person. It was during this event that APP’s Executive Director, Jane McIvor, and WSP Canada’s Information Management Specialist, Kirsten Behnka, met and realized an opportunity to provide APP members with an update on the Centerm Expansion Project (CEP) and South Shore Access Project (SSAP) in the Port of Vancouver. The chance meeting also illustrated WSP’s commitment to Canada’s Pacific maritime community.

Background

Initiated in 2015 by DP World Canada and the Vancouver Fraser Port Authority, the Centerm Expansion Project and South Shore Access Project are being built to help meet anticipated near-term demand for containers shipped through the Port of Vancouver. The project will increase throughput at the container terminal in Vancouver Harbour from the current capacity of 900,000 20-foot equivalent unit containers (TEUs) to 1.5 million TEUs. This represents a 60 per cent increase in capacity at the terminal achieved by expanding the existing footprint by 15 per cent. The project is on track to be finished in 2022.

The full extent of the project includes: • Expansion at the west and east sides of the terminal and a reconfiguration of the container yard • Modernizing truck gates • Building a new operations facility • Removing the Heatley Avenue overpass The improvements to port roads include extending Waterfront Road to connect it to Centennial Road and building an overpass near Rogers Sugar. This will reduce travel delays for port users and businesses, and port-related traffic on local roads in Downtown Vancouver.

Following public, Indigenous and stakeholder consultation and a vigorous permitting process, construction began in mid-2019 with Vancouver Fraser Port Authority being supported by WSP Canada who provided project management support services, in conjunction with AECOM, the Owner’s Engineer and Guidewire being the Environmental Lead.

WSP’s role at Centerm

Behnka, along with Jonathan Stewart, Terminal and Western Expansion Lead, gave an overview of how WSP was working

42 — PACIFIC PORTS — January 2021

...the Centerm Expansion Project and South Shore Access Project are being built to help meet anticipated near-term demand for containers shipped through the Port of Vancouver. with partners to manage the project assignment. “The Vancouver Fraser Port Authority project delivery team, split the project up into three defined areas, the on-terminal reconfiguration; east and west marine expansions; and the land structures which includes the rehabilitation of Ballantyne Pier and the truck gates.” Stewart said, further noting that WSP’s role also extended out to the South Shore Access Kirsten Behnka Project, including both rail, road improvements and an overpass. Overall, for the CEP and SSAP project, WSP’s team includes four field representatives to monitor the design-build construction; a health and safety lead and a supporting coordinator; one quality lead; two document controllers; one design manager; one construction manager for SSAP, and an area lead, responsible for the on Terminal and Western Expansion Works.

Behnka provided an additional overview of equipment and system upgrades, highlighting the reconfiguration of rail lines, new cranes, and the work involved in repurposing Ballantyne Building from a vacant cruise ship terminal to a new Operations Faciality for DP World. “The project takes into account the scarcity of industrial land in Vancouver Harbour and, by using only 15 per cent more land, is able to add more than 60 per cent terminal capacity,” Behnka said.

Given the extensive and multi-faceted work being undertaken, documentation control and information management has played a critical role in the successful execution of the Project.

Acting as the information hub for stakeholders, regulators, and project teams, Behnka described how she and colleague Kassy Jordan log, trace and organize all documents, which to date, has surpassed the thousands. “In addition to ensuring documents are complete and readily available for all partners and stakeholders, we are continually managing deadlines to ensure

Photos courtesy Vancouver Fraser Port Authority (William Jans Photography)

MARITIME COMMUNITY

West (top) and east (bottom) expansion of Vancouver’s Centerm Terminal will provide up to 60 per cent more capacity for container throughput. documentation, especially that which serves to fulfill government regulations, is filed on time.”

While this is the first project for Behnka as an information management specialist, her background and previous roles within WSP speak to her abilities as a natural management professional.

Having graduated from the British Columbia Institute of Technology with a degree in geomatics, Behnka began her career in 2013 as an industrial technologist for WSP before becoming a senior technologist for water/wastewater. After deciding her interests lay more in the management process rather than the design process, Behnka was tagged to join the Centerm Expansion Project.

Both Behnka and Stewart, when asked about challenges, were quick to point out that the project had to be completed, while maintaining operations in an extremely busy terminal. To add an additional layer of complexity, COVID has obviously been a challenge. “We’ve

been working hard to ensure safety protocols are followed, to avoid an outbreak of COVID-19 onsite,” said Stewart, noting that the project has strangely benefitted from COVID, due to other construction sites being closed down and additional resources have been allocated to work at Centerm.

Growth in Canada

WSP’s growth into the Canadian Ports, Marine and Coastal market has been nothing short of stellar. “We’ve grown from a team of seven in 2017 to over 30 people now, who provide an array of services all across the country,” said Stewart. The WSP Ports, Marine and Coastal team hubs are located on the east and west coast of Canada and can be found working for an array of clients across Canada, from St. John’s, Newfoundland and Quebec, across to Prince Rupert and Vancouver Island.

“Projects range from terminal planning and design, coastal engineering/

modeling, asset management, structural design, construction and project management, all the way through to design-build initiatives.

Indeed, WSP can be found at many of the larger ports globally and is quickly becoming recognized as the leader in engineering services. They have won numerous awards — most recently taking home five engineering awards from the Canadian Consulting Engineer Magazine and Association of Consulting Engineering Companies for their work on the Johnson Street Bridge Replacement in Victoria, British Columbia and Greater Vernon’s Water System in the B.C. Okanagan.

And while not used on the Centerm project, WSP’s PRIME (Port Rail Inter Modal Evaluation) proprietary software is gaining the reputation of incredibly valuable planning tool for clients. “The program allows you to map out an existing terminal/facility, creating a base case, which then allows proposed expansions to be built out, providing calculated potential efficiencies and benefits, which can be gained through various types of improvements, re-configurations and equipment upgrades,” said Stewart. “It’s a very useful planning tool that allows clients to visualize and document potential changes and benefits in real time.”

Equally notable of the WSP team in Canada — and exemplified by Behnka’s participation in the Cycling for Seafarers event — is their commitment to the local maritime community. “I feel very lucky to be involved with this project and with Vancouver’s marine industry,” said Behnka. “It’s a great team who work very well together — DP World, the Vancouver Port Authority, AECOM, Guidewire Environmental, as well as contractors in the JV, Jacob brothers, FRPD and Dragados. Everyone is working hard to make sure the project will be as successful as possible.”

The future looks bright for both Kirsten and the entire WSP team on Canada’s Pacific coast. PP January 2021 — PACIFIC PORTS — 43

: MARITIME COMMUNITY

Voice of the ferry industry

W

ithin port communities, a multitude of stakeholders are interacting on a daily basis, none more so than ferry operators and the passengers and goods they serve. In this, our first in a series providing insights into the sectors that make up the maritime community, Mike Corrigan, CEO of Interferry, highlights the issues, trends, and challenges of the industry.

With over 260 members from 40 countries, Interferry is the voice of the ferry sector. It is the only international shipping association representing the worldwide ferry industry, including owners, operators, ship designers, shipbuilders, equipment suppliers and manufacturers, government agencies, classification societies, and maritime professionals. Established in 1976, Interferry has played a strong role in advancing the industry’s positions on regulatory policies as well as facilitating networking and communications among its members. Through their annual conference (next one scheduled for October 2 to 6, 2021 in Santander, Spain), the association has consistently provided a forum for stakeholders to discuss current issues, learn about the newest technology and strategies, and build relationships through social and networking events.

Taking on the role of CEO in 2017, Mike Corrigan understands all too well the issues that are of most importance to ferry operators. He had served as President and CEO of BC Ferries following a 15-year career that included the roles of Executive Vice President of Business Development and Chief Operating Officer. In addition to overseeing all aspects of BC Ferries’ operations, he was responsible for creating and leading the company’s SailSafe program — a joint initiative with the BC Ferry and Marine Workers’ Union that led to marked improvements in safety 44 — PACIFIC PORTS — January 2021

Established in 1976, Interferry has played a strong role in advancing the industry’s positions on regulatory policies as well as facilitating networking and communications... (for both crew and passengers) as well as ancillary measurables such as fleet reliability, fleet on-time performance, fuel consumption, and passenger satisfaction. Corrigan is also currently sitting on the Board of Directors for the Port of Vancouver.

Promoting the concept of “stronger together,” Corrigan’s priorities revolve around ensuring that that the unique aspects of ferries are taken into consideration, especially when it comes to regulations put forth at the International Maritime Organization, where Interferry holds Consultative Status.

The designation allows Interferry representation at meetings for such committees as the Maritime Safety and Marine Environment Protection as well as many sub-committees and working groups. “Ferries are moving over 250 million vehicles, two billion passengers and 45 million trailers around the world each year,” said Corrigan. “The sector provides a lifeline to coastal communities and island populations and it’s important to be able to provide a voice for the industry when regulations are being made for ocean-going ships that operate very differently.”

Regarding their work at the IMO and current issues, Corrigan noted the big one at present is greenhouse gas emissions. “It’s a very complex issue with the IMO trying to develop a formula to manage the efficiency of existing vessels,” he said, adding that this is an extension of the process undertaken a few years ago for new vessels. “The variables are tied to overall shipping – given the significant differences between ocean-going ships and ferries, it will be difficult for our sector to comply with

Mike Corrigan the potential regulations.” Corrigan noted that he and Interferry’s Director of Regulatory Affairs, Johan Roos, have been actively engaged to secure a correction. “The final regulations will be sorted out at the Marine Environment Protection Committee meeting (MEPC 76) coming up in June 2021.”

Corrigan was also quick to point out that the ferry industry is already recognized as a leader in the charge toward zero emissions from vessels. “We have a number of members, especially in the Scandinavian countries, who have full electric or hybrid-electric ships; hydrogen as an alternative fuel is coming along and, of course, a number of vessels are already operating on liquid natural gas, including BC Ferries and Seaspan,” he said, adding that LNG is a “transition fuel” as more of the industry moves away from carbonbased fuels.

Another issue at the top of Corrigan’s priority list is that of safety, especially

MARITIME COMMUNITY the improvement of safety in the developing world. Indeed, Interferry has already taken on a project in the Philippines and is planning for one in Bangleadesh and other areas to focus on the issue. “The project we did in the Philippines is a great example of how we’ve been able to engage with the industry, the regulators, and other stakeholders to analyze safety measures,” said Corrigan in referring to the Interferry’s FerrySafe Project, supported through a grant by Lloyd’s Register Foundation.

Two fact-finding missions were dispatched to political capital Manila and ferry capital Cebu in 2019 to study the results of a large number of safety measures that were implemented in the country. In their report, the FerrySafe Project team found that, in addition to a shifting attitude towards a general expectation of safe ferry travels, key factors were instrumental in facilitating an improvement in overall safety guidelines, including government willingness to implement new safety measures; the development of reasonably stringent regulations; weather-dependent prohibition of sailing permits; the presence of local enforcement personnel; and the importance of insurance and insurance surveys.

“The regulations need to come from the top,” Corrigan said. “Once the decision-makers are on board, everything else falls into place. In the Philippines, everyone was on side to make a change — from the government and regulators to the coast guard to the industry.” He added that Interferry has been engaged with the IMO in developing domestic ferry safety model regulations that can be implemented in other countries. “These are regulations that outline the best practices in domestic ferry safety and can be used by other countries to get them further up the curve much quicker.”

While there are many other areas of focus for Interferry — fire safety, high-speed craft regulations, and exhaust gas cleaning systems (scrubbers) to name a few — Corrigan reported that a current major initiative underway is an economic impact study of the worldwide ferry industry. Oxford Economics is conducting the survey which is expected to be released sometime in mid-2021. “We’re on par with the airline industry in terms of number of passengers we transport yet, because we’re more regionalized due to the nature of the business, we do not receive the same level of support from governments,” he said, adding that during the time of COVID-19, this support is critical for many operators. “The study will allow us to demonstrate to governments and regulatory bodies just how important the industry is and the impact we have on local and regional economies.”

As with all industry associations who host annual conferences, the pandemic meant the cancellation of Interferry’s annual conference, however, Corrigan said that, in addition to the priorities noted above, their three-year plan is still on track. “We continue to work toward increasing our influence in the developing world, both in terms of adding new

members and improving safety standards, and we continue to add more resources for our work with the IMO.” Finding the bright side of the pandemic, Corrigan has found that the past year has highlighted the importance of relying on ferries to stock stores and, while recognizing the obligations and responsibilities of the ferry sector for the public good, regulations, even taxation, can become an issue in fulfilling their mandate. “I don’t think people realize the supply chain logistics that are required to make that happen,” he said. “The pandemic has demonstrated the uniqueness of ferries and what we need to be able to operate effectively.”

To learn more about Interferry, their members and the issues they are currently addressing, visit: www.interferry.com. PP

Interferry members of the Pacific Northwest include BC Ferries, Clipper Ferries, Washington State Ferries and Seaspan Ferries.

January 2021 — PACIFIC PORTS — 45

: NEW MEMBER PROFILE

APP Port Member

Port of Valdez

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t is with great pleasure that the Association of Pacific Ports welcomes the Port of Valdez, Alaska, as our newest Port Member. With a diverse and active waterfront that includes such notables as the terminus for the Trans-Alaska Pipeline, the largest Pink Salmon hatchery in the world, and (prior to the COVID-19 anomaly) the fastest growing cruise ship destination on the North American West Coast, Ports & Harbors Director Jeremy Talbott, and Port Operations Manager Jenessa Ables, were able to provide an overall update on current operations as well as ongoing plans to manage growth through an impressive Waterfront Master Plan.

Background

While the history of Valdez’s development can be traced as far back as the 18th century with English, Spanish and ultimately Russian explorers, it was the late 19th century and the advent of the Gold Rush that established this entry point of Prince William Sound as the American access route for explorers and prospectors who sought first gold, then other minerals such as copper and silver.

Fast forward through cyclical booms 46 — PACIFIC PORTS — January 2021

While the history of Valdez’s development can be traced as far back as the 18th century with English, Spanish and ultimately Russian explorers, it was the late 19th century and the advent of the Gold Rush that established this entry point of Prince William Sound... and busts to the 1970s and the approval of the Trans-Alaska Oil Pipeline that we start to see Valdez’s modern maritime development start to take shape.

Over the last 30 years, noting the growth and development of the Alaska Marine Highway System, Richardson Highway, and the Valdez Pioneer Field Airport, Valdez has experienced steady and progressive growth. The Valdez Container Terminal, opened in 1982, has become a hub for heavy-lift projects, the commercial fishery, munitions imports for the entire State of Alaska, and support for the oil and gas industry for spill response logistics, inspections, and small repairs.

Current operations

Talbott joined the Port of Valdez in 2014 after a maritime career in Washington State that included

Assis-tant Harbormaster for the Port of Friday Harbor as well as Battalion Chief for the Friday Harbor Fire Department, and subsequently the Marine Response Coordinator for San Juan Island EMS (Paramedic, Flight MEDVAC, Marine Ambulance Captain), an area that encompasses 134 islands, as well as a Sworn Reserve Deputy for the San Juan County Sheriff’s Office. At the Port of Valdez, he was promoted to Ports & Harbor Director in January 2017.

Ables started with the Port in 2012 as an administrative assistant before obtaining her Masters, International Logistics, and becoming the Port Operations Manager. Under their leadership, the Port has invested in expansion and modernization initiatives, provided increased economic opportunities for local businesses, and put in place plans that prioritize a series

NEW MEMBER PROFILE of projects for waterfront development over the next 30 years.

The main operations for the Port include the Valdez Container Terminal, a deep-sea general cargo and container terminal with a 21-acre marshalling yard; the 3,000-acrea Valdez Industrial Park; a grain terminal with a total capacity of 522,000 bushels; the John Thomas Kelsey Municipal Dock featuring a 600-foot wooden wharf that can accommodate cruise ships of up to 932 feet LOA and a draught of 35 feet with an adjoining John Thomas Kelsey Plaza that serves both the cruise ship passengers and the community for special events; and the Alyeska Marine Terminal, the southern terminus of the trans-Alaska oil pipeline that currently receives about 600,000 barrels of crude oil daily which is then shipped to the West Coast and Gulf States.

One of the key features of the Port of Valdez that provides an attractive option for international shippers is its status as the first Port in Alaska to be a part of the Foreign Trade Zone.

Secured areas at official ports of entry are considered outside the United States for Customs purposes to reduce red tape and overhead for importers and exporters expediting foreign commerce. Additionally, available undeveloped land in the thousands of acres sits adjacent to the Port and along the Richardson Highway, linking Valdez to the rest of the State.

Growth and future priorities

Talbott and Ables described a number of initiatives recently completed or currently underway that speak to the growth being seen in Valdez. “We’re seeing a lot of growth from the commercial fishing sector,” said Talbott.

“The Valdez Fishing Development Association now has the largest Pink Salmon Fishery in the world, and Silver Bay Seafoods recently opened a new, modernized plant. Peter Pan Seafoods also has a plant with additional waterfront industrial property available that

The John Thomas Kelsey Municipal Dock has deep-water access. To accommodate these and meet the increased demand, we’ve expanded the electrical connections out of the container dock and put in a back-up system. We also opened up another five acres of property on the back side of the terminal to provide more space for the commercial fishery.”

Ables pointed to an active and, up until the pandemic struck, growing cruise ship sector for Valdez. “Our cruise industry has seen peaks and valleys over the last 30 years but in 2019, we had 13 calls from Viking, Windstar and Holland America lines,” she said. “While it’s difficult to know what the situation will be like in 2021, we’ve already got Viking and Windstar wanting to return.” Ables added that the Kelsey Dock and nearby area were engineered to be able to accommodate growth for cruise.

Valdez’s Commercial Boat Harbor, doubling capacity for commercial vessels, was completed, and opened in the summer of 2018 and the Port is currently in the design phase for reconstruction of the Small Boat Harbor.

And a design and construction project for a new causeway for the Container Terminal is also in the works.

And that’s just for starters. Working with the Ports and Harbors Commission, the City of Valdez released the Valdez Comprehensive Waterfront Master Plan in November 2019. The Plan identified

five sites that have been prioritized for expansion, modernization, and redevelopment, while balancing the natural, public, and working components of the waterfront. Indeed, the guiding principles of the Plan set out goals that account for ensuring a first-class waterfront experience for both residents and visitors; preserving, enhancing, and expanding the diversity of amenities such as boating, fishing, sightseeing, and entertainment; and attracting new industries and businesses to create new jobs and develop a solid and stable economy for Valdez.

Perhaps the most exciting initiative for Talbott and the Port is the recently signed Memorandum of Understanding to look at the feasibility of bringing the A2A Railroad to Valdez. “The studies underway right now are looking at the potential to bring oil and gas as well as other bulk goods to the Port from Alberta and B.C.,” said Talbott. “We already have much of the structure in place to accommodate this and we don’t have issues that other areas see, like the need for constant dredging.”

Given the careful planning and prioritizing that have been laid out for the future, it’s a safe bet that APP members will be hearing about many more successes for both the City and the Port of Valdez.

For more information, visit https://www.valdezak.gov/151/Port.

January 2021 — PACIFIC PORTS — 47

: NEW MEMBER PROFILE APP Associate Member

Northern Economics Inc.

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he Association of Pacific Ports takes great pleasure in welcoming Northern Economics Inc. as our newest Associate Member. Led

by President and Principal Economist Marcus Hartley, M.S., Northern Economics has, for over 35 years, lived by the mission of “helping society make better decisions.” Proficient in the areas of economics, financial feasibility analyses, business planning, demographics and population studies, resource economics, market research and socioeconomic impact assessments, Northern Economics applies their experience and expertise to a broad range of industries. In speaking to the APP, Mike Fisher, Vice President and Principal Consultant, provided an overview of the company’s strengths as well as the trends in projects they’ve been seeing in sectors such as port and harbors, transportation, fisheries, energy and mining, tourism and infrastructure, and much more.

A key factor in Northern Economics’ success has been the expertise of team members and the all-encompassing approach to projects that, by their nature, require overlapping disciplines.

A feasibility study for a port will need to factor in market conditions for such things as energy and mining, fishing, or resource development. Likewise, a project related to a resource industry will need to consider transportation logistics. It is this diversity and broad range of expertise that speaks to the strength of the company.

A quick review of the background of principal and project consultants bears out the expanse of their expertise. Marcus Hartley, for example, has a Masters in Agricultural and Natural Resource Economics and has focused on issues involving fisheries and fisheries infrastructure as well as significant involvement in natural gas and LNG pipeline 48 — PACIFIC PORTS — January 2021

A key factor in Northern Economics’ success has been the expertise of team members and the all-encompassing approach to projects... projects. Mike Fisher holds graduate degrees in Business Administration and Project Management and has worked on a wide variety of projects, ranging from feasibility studies for Alaskan ports and harbors to statistical analyses, market studies and business plans. Also on staff: Leah Cuyno, Senior Economist, who holds a doctoral degree and a master’s degree both in Agricultural and Applied Economics with a specialization in environmental economics. Dr. Cuyno is a leading practitioner of economic analysis tools such as IMPLAN and REMI. Don Schug, Ph.D., Socioeconomic Analyst, has more than 30 years of experience performing analyses of the economic and social aspects of fisheries and fisheries management at community, national, and international levels.

He also has particular expertise preparing environment reviews under the National Environmental Policy Act, including evaluation of economic, social and community, and environmental justice impacts.

Brock Lane, Project Consultant, has a background in Applied and Resource Economics as well as a Bachelor of Science degree in Mining Engineering.

Supporting staff are equally qualified in their disciplines — Terri McCoy, Publication Specialist and Proposal Coordinator has over 15 years of experience in editing and formatting technical reports; and Diane Sauer, Office Manager, holds the entire team to account with budgets, financial reporting, and human resource management.

As for the type of projects that clients bring to Northern Economics, again,

the variety and range speak to the reputation that they have built. Clients have included numerous cities and boroughs, state and federal government agencies, native and tribal entities, public organizations, and private-sector firms, seeking assistance with projects like feasibility studies, benefit-cost analyses, business planning, market analyses, grant assistance, regulatory compliance, rate studies, surveys, and land use assessments.

Giving just one recent example of work, the Department of Transportation and Public Facilities engaged Northern Economics to create a data-driven model to estimate impacts of 11 options to reshape the Alaska Marine Highway System. The goal of the project was to assess options that would reduce the operating subsidy of the system while maintaining acceptable levels of service. The analysis included econometric modelling of travel demand in response to changes in prices and to changes in the frequency of port calls. The analysis considered changes in the ownership structure and examined the impacts of changes in daily operating hours as well as the impacts of lower wages. “Coastal

NEW MEMBER PROFILE transit is a major part of the Alaska transportation network,” said Fisher.

“Governments around the world are challenged to determine the level of subsidy required for ferry systems and the question becomes, what level of government support is required to offset user fees. I know of only one system in the U.S. that actually covers costs from operations.”

When asked about trends over the last year and the priorities of ports and harbors, Fisher noted that most were focused on the long-term outlook. “What we’ve seen lately is a lot of positioning for the

:

future,” he said. “A lot of ports are pursuing grant opportunities around activities where they think there will be growth, and rate studies, again, trying to be positioned well for the future.”

While headquartered in Alaska, the focus of much of their work, Northern Economics has a presence in Seattle, Washington, as well which provides backing for additional projects throughout the Pacific Northwest. Not stopping there, the company has also taken on contracts all over the U.S. — for example, their recent work with NOAA Fisheries which required their specialized

talents in considering the socioeconomic changes associated with fisheries management in areas that included Hawaii, Puerto Rico and U.S. territories in the western Pacific and Caribbean.

“Our mission statement is to help society make better decisions,” said Fisher, “and that, along with our values — integrity, collaboration, playing a positive role in our clients’ abilities to make decisions, excellence, balance, objectivity, and joy — guide us in our approach to all our projects. “ For more information, visit https://northerneconomics.com/

NEW MEMBER PROFILE

Innovative Manufacturing Inc.

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he APP is pleased to announce that Innovative Manufacturing Inc. is the latest company to join as an Associate Member. Specializing in a wide range of anti-corrosion, insulation, sealing and repair products, Innovative’s Marine Division Manager, Adam Eweida, saw a fit with the APP given their worldwide distribution. “The global cost of corrosion has been estimated to be as much as $2.5 trillion and the marine industry accounts for roughly 20 per cent of that figure,” he said, quoting a study

from the NACE (National Association of Corrosion Engineers) International and adding that the same study found a saving of 15 to 35 per cent of the cost of damage with the implementation of corrosion preventative measures. “The marine industry is especially vulnerable to corrosion as harsh ocean conditions result in compromised metal surfaces.

Innovative Manufacturing provides solutions to protect against these deteriorating effects, especially for infrastructure like marine pilings.”

Background

Established in 1948, Innovative Manufacturing is a family-owned business headquartered in Delta, British Columbia. Growth in both the development of new products and their distribution chains can be credited to a strong research and development department where the team continuously explores ways to improve existing products and develop new ones in conjunction with partners and customers.

Over the years, the company has branched out to offer products for the marine, industrial and construction industries in over 36 countries around the world. “We have non-exclusive distributor agreements in both the U.S. and Canada which allows us to sell direct as well as hold stock throughout North America, including hubs around Seattle, New Orleans, New Jersey, Vancouver, Prince Rupert and Montreal,” said Eweida. “Our ability to meet deadlines is a credit to the logistics team we have in place.”

Another key focus for Innovative has been their commitment to working with class societies to provide January 2021 — PACIFIC PORTS — 49

NEW MEMBER PROFILE assurances to customers that products meet the highest standards. Working with American Bureau of Shipping, China Classification Society, ClassNK, DNV-GL, Korean Register, Lloyd’s Register, and Italy’s RINA Group, Innovative has invested significantly into certifying their products to conform with international regulations.

Products

While it’s the Marine Division that focuses on corrosion protection for vessels, ports and terminals, other divisions and products can also be applied to on-land sites such as marinas, seawall walkways, and other installations that require protection. Examples include: Wood coatings — Innovative specializes in European-style wood coatings that include solvent and water-borne stains and lacquers that meet environmental standards.

Concrete coatings — products include cleaners, curing compounds, sealers, anti-slip additives, water repellents, and bonding agents.

Pavement — products that are known for their superior durability, easy application and minimal environmental impact.

Roofing — Innovative is Western Canada’s leading manufacturer for roofing and mastics. With elastomeric polymer bases and energy-saving reflective coatings, products include primers, a wide variety of roofing products and specialty coatings.

Waterproofing — products designed for a wide range of applications.

As noted however, Marine products are designed specifically for the protection and maintenance of marine industry components with the greatest potential for corrosion or leakage.

Examples include: PetroWrap Anti-Corrosion Tape for the long-term protection of metal surfaces that are underground, underwater, or exposed, even in the most severe environments. PetroWrap repels water, salt, alkalis, and acids and can protect 50 — PACIFIC PORTS — January 2021

With a name like Innovative Manufacturing, you can be sure the continuous development of new products and the evolution of existing products is high on their list of priorities. both new and corroded surfaces with a temperature variance of between -40 to +85 degrees Celsius (-40 to 185 F), making it an ideal solution for marine pilings. The tape will not crack, peel, or harden and is non-toxic.

CanSeal Marine Tape — Available as a premium quality, heavy duty rolltype marine hatch cover tape. Designed with a high tack adhesive mastic and silver backing, CanSeal is the best choice to ensure hatch covers are watertight for all-weather conditions.

ExoWrap Insulation System — a ‘one-step’ insulation system used to insulate high temperature surfaces, such as those found in vessel engine rooms.

The revolutionary biosoluble vitreous silicate fibre is reinforced by an outer jacket of heat-sealed aluminum foil (available in tape or blanket format).

NoSpray Protective Tape and Shields — both products are designed to prevent the flammable spray of hot oil which can come into contact with hot surfaces, thus causing fires.

SteamKote HT Pipe Dressing — a high temperature coating formulated to protect against corrosion on steam pipes, valves, and deck equipment.

CanFix Emergency Repair Kit — a complete system for making emergency repairs to a wide variety of pipe materials. Used by both the U.S. and Canadian Navies, CanFix is a simple

way to seal and repair pipes on vessels when not in drydock.

Future development

With a name like Innovative Manufacturing, you can be sure the continuous development of new products and the evolution of existing products is high on their list of priorities. “Our 57,000-square-foot manufacturing plant in Delta includes a full chemistry lab with a team dedicated to exploring new products and new formulas for existing products,” said Eweida.

“We’re always monitoring industry developments and assessing where the market is going and adapt accordingly.

For example, the recent introduction of ballast water management systems on vessels has us looking at how we can prevent corrosion of the tanks. Another example would be our PetroWrap product. We are working with a customer who would like a lighter product and we came up with a product called profiling mastic, a lighter version of our traditional mastic.”

For over 70 years, Innovative Manufacturing has proven itself time and time again to be on the leading edge of innovation and ingenuity when it comes to addressing industry and customer needs.

For more information, visit www.marinetapes.com or contact Adam Eweida directly at adam@innovativemfg.ca.

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NEW MEMBER PROFILE

Albion Marine Solutions

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he Association of Pacific Ports is pleased to welcome Albion Marine Solutions as its newest Associate Member. In joining the association, Sergiy Yakovenko, Director, noted that he was eager to engage with the Pacific Port community. “With project managers and engineers experienced in a diverse range of services throughout many sectors, the Albion team is at the forefront of many disciplines, including all fields of marine, offshore, and oil and gas activities,” he said, adding that membership within the APP aligns with their own efforts of expansion into new regions and new projects, including terminal infrastructure development.

Background

Albion Marine was established as a superintendency agency in 2000. And while it was formally incorporated in early 2017, Yakovenko’s reputation as a leading expert in a number of disciplines dates back much further. With over 35 years of practical ship industry experience in project management, he spent over 15 years with Teekay Shipping, seeing him in such roles as Manager, Technical Quality Assurance, Maintenance Optimization; Project Manager, Innovation, Technology and Projects; and Project Manager, New Build and Projects. He received his Master’s, Marine Engineering, from the Odessa State Marine Academy; his Master’s Degree in Patent Studies from the Odessa Patent Institute; and his Diploma in Ship Superintendency, Maritime Ship Management from Lloyd’s Maritime Academy. If that’s not enough, Yakovenko is frequently called upon by marine regulators such as Transport Canada, Environment Canada and the Canadian Coast Guard for his knowledge on upcoming legislation and technologies.

The combined experience of the Albion team is equally impressive. Project managers, supported by designers, technical and support staff, all have hands-on experience that goes beyond operations. “Generally, we’re at the junction of operations, manufacturing and legislation and we support all of that with project management,” he said. Offices and agents in India, Shanghai, New York as well as representation through joint venture agreements in places like China, Singapore, Croatia, Poland, the U.S., and Canada, make Albion a “local company with a global footprint.”

Solutions

“Our forté is as a turnkey solution provider,” said Yakovenko.

“We provide an entire range of services — from business case development and feasibility studies, to engineering procurement, supervision through the implementation phase as well as after-sales services like maintenance, management and crew training. It really depends on the needs of our client but we’re able to offer the entire range of project management services.”

To give just one example, Yakovenko is considered one of

the foremost authorities in the industry on ballast water management systems. “One of our projects involved the installation of BWM systems for a fleet of 23 vessels for a major shipping company. In this example, we recommended the equipment to use, carried out the engineering design and provided site supervision during the retrofit.”

In addition to project management and superintendency services, Albion is frequently contracted by ship owners to provide onboard ship inspections, investigations or damage assessment surveys; and they continue to provide on-site supervision services for new builds and dry-docking in ports around the world. “It’s not uncommon to have, for example, a client based in the U.K. call us to do an inspection in Singapore, Florida or Montreal and we’ll be able to get it done within 24 hours,” said Yakovenko.

Forward looking

“We’re at the front edge of legislative solutions that address sustainability and a desire for a clean environment,” said Yakovenko. “We’re excited to be involved in the environmental aspects of some of these projects; they’re part of a leading edge of innovation in environmental engineering.” With that comment, Yakovenko sees a number of opportunities to expand services given the team’s experience, including LNG terminal development and other potential oil and gas infrastructure projects on the West Coast. “We have experience with similar projects, including FSO conversions, in other areas of the world which could easily be applied here.”

Another service area Yakovenko and his team are looking to expand into is their 3D modelling capabilities that are included in design services. “The technology can be easily applied to industrial areas with the same principles used for the maritime, offshore and oil and gas industries.” Using 3D CAD modelling and AutoCAD software, Albion prepares concept models and detailed fabrication drawings for ship conversions and plant upgrades. They also use the technology to scan plant, machinery, electrical cabling and piping systems as well as to develop engineering design packages.

Noting that Albion provides “the entire package of project management, engineering and superintendency services,” Yakovenko is very optimistic about the future. “It’s an exciting time to be a part of the maritime industry.”

For more information, visit http://www.albionmarine.com/ January 2021 — PACIFIC PORTS — 51

: NEW MEMBER PROFILE

PortLink

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vgeny Vdovin, founder and CEO of PortLink, provider of innovative, modular solutions for port management information systems, believes that, once you’ve seen one port, you’ve seen ONE port. And while ports around the world may share the same basic needs, the attention paid to the differences is what has seen PortLink become so successful. Vdovin and Kris English, Chief Marketing Officer, explained how an integrated port management system can result in increased efficiencies, streamlined operations, and, especially important for the age of COVID-19, a safe and secure marine community portal.

Background

As the brainchild of Vdovin, PortLink’s roots can be found in the development of a centralized operations system for the Port of Vancouver, Canada’s largest port. Operating at that time as Altyn Consulting, Vdovin was able to apply his technical expertise to the maritime world to develop a customized port management system that optimized gateway operations. The system allowed the Port to go beyond simple awareness of the maritime domain to being able to effectively manage traffic flow and harbour operations.

Vdovin quickly saw how the efficiencies and benefits being achieved in Vancouver’s Harbour could be applied to ports around the world.

Innovative maritime solutions

PortLink categorizes their systems into two main categories — Port Management Information Systems (PMIS) and Maritime Information Management Systems (MIMS).

The PortLink PMIS is a modular application designed to facilitate the planning and management of port operations. Fully customizable modules allow port staff to manage berths, anchorages, pilots and tug, resources,

52 — PACIFIC PORTS — January 2021

PortLink categorizes their systems into two main categories — Port Management Information Systems (PMIS) and Maritime Information Management Systems (MIMS). vessel visits and marine events (to name just a few), from a singular, user-friendly platform that can be accessed securely by verified port stakeholders through an internet portal.

Using the Port of Dover as an example, one of PortLink’s most comprehensive projects to date, English noted that roughly 400 port users now have access to real-time information via web access. “The system has streamlined operations, eliminating a significant amount of email exchanges and redundant data which is all now automated,” he said, adding that workflows were also incorporated to create even greater efficiencies.

Building on the PMIS, the Maritime Information Management System layers surveillance and observation sensors along with third-party applications into a single-window display for enhanced situational awareness. “This enhancement assists users in making informed, real-time decisions that can lead to the mitigation of risks, increasing safety of life at sea, safe navigation, efficiency of vessel traffic movement, and protection of the marine environment,” said Vdovin.

“With the ability to integrate more than 40 third-party applications, the system is particularly useful for harbour masters who are able to collect and analyze complex amounts of data to allow for enhanced operational efficiencies.

Again, reinforcing the notion that no two ports are the same, Vdovin and

English described how their information management systems can be tailored to the needs of ports of any size. Because of the modular nature of both the PMIS and MIMS, even the smallest port can benefit.

“A key component in the development of the system is the blueprinting phase,” noted English. “It’s important to understand our client’s requirements, such as their workflows and business practices, and incorporate those into the system while at the same time, using our technological experience to develop something that is effective in meeting those requirements.” Given that each port is unique in its size and needs, English estimated that projects can take anywhere from three to 18 months but noted that the relationships built with customers will often extend beyond the original contract as a port’s needs grow or operations change.

While PortLink has a team of program managers, project coordinators, and system programmers who interact with clients on a daily basis, with projects spanning the globe, trusted international partners, such as Wärtsilä, (KRIS, you mentioned two other names here — one in New Zealand and one in the U.K. — I didn’t quite catch the names) have been brought in to provide local technical support and training. “Like the system itself, support and training are also tailored to the needs of

NEW MEMBER PROFILE the client. The web/user interface is very intuitive, but we see a range of in-house expertise and will match our services accordingly,” said English, adding that, with the advent of COVID-19, self-help training videos and an easily accessible user manual have already been incorporated into systems.

The usefulness of PortLink during the pandemic cannot be understated.

Access to the system is available anywhere there is an internet connection, helping ports achieve isolation and social distancing protocols while still being able to actively monitor and engage in port activities in real-time.

And with multiple security platforms and authentication processes, the integrity of the system is strong.

Future growth

PortLink’s growth strategy is twopronged and focuses both on the size of the company as well as developing new, technological innovations. “We’re currently keeping up with demand but we’re always looking for passionate, talented people,” said Vdovin. “In-house quality assurance is important to us and we’re adding new members to the team all the time.”

On the technology front, Vdovin and the PortLink team are continually looking for ways to enhance the current systems through big data analysis and artificial intelligence, for example.

“We’re also adding in weather forecasting to assist with vessel movements and schedules,” said Vdovin. “For example,

if a threshold is reached a notice will be issued in real-time.”

Perhaps the most exciting news for PortLink is the imminent launch of HarbourLink, a cost-effective and user-friendly solution that will allow smaller ports to maximize port operations. Because the system is cloudhosted, there is no need for additional equipment. Vdovin expects to make an announcement of the launch of HarbourLink before the end of the year.

To learn more about HarbourLink or any of PortLink’s offerings, please visit www.portlinkglobal.com or email Kris English (Kris.english@portlink.co).

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

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.

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APP MEMBERS Port Members

Associate Members

Port of Alaska (www.portofalaska.com)

ADELTE Ports & Maritime (www.adelte.com)

American Samoa Port Administration (americansamoaport.as.gov/)

Albion Marine Solutions (albionmarine.com)

Port of Astoria, Oregon (www.portofastoria.com)

American Samoa Office of Disaster Assistance & Petroleum Management

Port of Benton, Washington (www.portofbenton.com) Port of Brookings Harbor, Oregon (www.portofbrookingsharbor.com) Port of Columbia County, Oregon (www.portofcolumbiacounty.org) Commonwealth Ports Authority, Northern Mariana Islands (www.cpa.gov.mp/) Port of Grays Harbor, Washington (www.portofgraysharbor.com) Port Authority of Guam (www.portguam.com)

AM Insurance (www.amibrokers.com)

Anchor QEA (www.anchorqea.com) Best Best & Krieger Attorneys at Law (www.bbklaw.com) BNAC Environmental Solutions Inc. (www.bnac.ca) EA Engineering, Science, and Technology (www.eaest.com) Great Lakes Dredge & Dock Co. (www.gldd.com) Haynes & Boone, LLP (www.haynesboone.com) Innovative Manufacturing Inc. (www.marinetapes.com) Levin-Richmond Terminal Corp. (www.levinterminal.com) Liebherr Nenzing Crane (www.liebherr.com) Liftech Consultants (www.liftech.net)

Port of Hualien, Taiwan International Ports Corporation, Ltd. (https://hl.twport.com.tw/)

Lynker Technologies, LLC (www.lynker.com)

Port of Hueneme, California (www.portofh.org)

Maritime and Port Bureau, Taiwan R.O.C. (www.motcmpb.gov.tw)

Port of Kaohsiung, Taiwan International Ports Corporation, Ltd. (https://kh.twport.com.tw/en/)

Majuro Stevedore & Terminal Company, Inc.

Matson Navigation (www.matson.com)

Port of Keelung, Taiwan International Ports Corporation, Ltd. (https://kl.twport.com.tw/en/)

Midstream Lighting (www.midstreamlighting.com)

Port of Long Beach, California (www.polb.com)

Nautical Consulting International Inc. (https://nauticalconsulting.com)

Nanaimo Port Authority, BC, Canada (www.npa.ca) Port of Newport, Oregon (www.portofnewport.com) Pohnpei Port Authority, Micronesia (www.ppa.fm)

Moffatt & Nichol (www.moffattnichol.com)

Northern Economics Inc. (https://northerneconomics.com/) Polaris Minerals (previously: Eagle Rock Aggregates) (http://polarismaterials.com/)

Port Alberni Port Authority, BC, Canada (https://portalberniportauthority.ca/)

PortLink (www.portlinkglobal.com)

Port of Portland, Oregon (www.portofportland.com)

Schrader Co. Sales, LLC (www.schraderco.com)

Port of Redwood City, California (www.redwoodcityport.com)

Shey-Harding Associates (www.shey-harding.com)

Republic of Marshall Islands (RMI) Ports Authority, Marshall Islands

SWCA Environmental Consultants (www.swca.com)

Port of Richmond, California (www.ci.richmond.ca.us)

Truk Transportation

Port of San Diego, California (www.portofsandiego.org) Port of Skagit, Washington (www.portofskagit.com) Port of Stockton, California (www.portofstockton.com)

Reid Middleton, Inc. ( www.reidmiddleton.com)

SSA Marine (www.ssamarine.com) The Beckett Group (www.thebeckettgroup.org) Western Wood Preservers Institute (www.wwpinstitute.org) WSP USA (https://www.wsp.com/) Yardi Systems (www.yardi.com)

Port of Taichung, Taiwan International Ports Corporation, Ltd. (https://tc.twport.com.tw/en/)

Reciprocal Members

Ports Authority Tonga (https://www.portsauthoritytonga.com/)

Association of BC Marine Industries (abcmi.ca)

Port of Umatilla, Oregon (https://portofumatilla.org/)

Inland Rivers, Ports & Terminals Association (https://www.irpt.net/)

Port of Valdez, Alaska (https://www.valdezak.gov/151/Port)

Green Marine (https://green-marine.org/) ASSOCIATION OF

PACIFIC PORTS

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54 — PACIFIC PORTS — January 2021

ASSOCIATION OF

PACIFIC PORTS

Experience the progress.

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