Seaports Magazine - Spring 2017 - 21

I

t is a tall order. Nations rely on
seaports to improve national competitiveness, respond to rapid shifts
in global trade and transportation,
and generate economic growth.
The fact that almost every operational,
infrastructure and communication element
at every port and inland link in the U.S. is
owned by the private sector or state or local
government entities, creates a paradox: to
compete globally, solutions must be put in
place locally.

Maze of Contacts
How do ports with finite resources
develop world-class infrastructure locally?
They start with master plans. They analyze
trends and supply and demand, retain flexibility to address change, and then design
and engineer and construct. And they pursue two-way communication with stakeholders every step of the way.
Ram Kancharla, Port Tampa Bay's
vice president of economic development and planning and a member of
the U.S. Department of Commerce's
Advisory Committee on Supply Chain
Competitiveness, said, "The efficiency
and productivity of seaport infrastructure
and its connections to inland transportation
systems is crucial to a nation's ability to successfully compete in the global marketplace
and promote its domestic economy. While
the industry continues to call for national
level commitment to resolving issues of
seaport and supply chain infrastructure
deficiencies, the bulk of the coordination
activity is being accomplished at a state
and local level."
In Tampa, for example, ongoing port outreach encompasses port tenants and customers, the maritime community, Florida
Department of Transportation, chambers
of commerce and partnerships, the EDC,
state and federal partners, environmental
regulators and groups, business leaders,
consulates, private and public transportation entities, research think tanks, the
MPO, and, importantly, the general community and neighbors.
Keeping such diverse stakeholders in the
loop is a priority. Port Tampa Bay recently
unveiled two major infrastructure development plans: its Channel District Vision
Plan lays out port expenditures set to kindle
about $2 billion in public and private infrastructure projects, and its Vision 2030 Port

Tampa Bay master plan includes roughly
$1.5 billion in port investment, including
expansions at its various port properties
at Port Redwing, East Port and Hooker's
Point. "We have a very bold vision through
to 2030. We have a strong port director who
believes in visioning, planning ahead, and
a strong team to implement the strategy.
Executing these plans successfully requires
more than high levels of investment. It
requires exceptional planning, innovation
and working closely with the community,"
said Kancharla.

The Process Discipline -
From Cradle to Grave
The nomenclature may vary from port
to port, but most seaports have instituted
infrastructure processes that govern capital
project planning and development.
In Houston, Rich Byrnes, chief infrastructure officer for the port authority, said
that the path to effective project coordination lies in applying a process discipline.
For all proposed infrastructure projects,
the Port of Houston Authority begins by
framing the opportunity within the context
of supply and demand and other market
variables. The port facilitates fundamental
discussions about value, costs and risks. If
there is merit, the port will generate and
evaluate feasible alternatives. "There are
always multiple ways to get something done.
For example, you can rebuild a fender system with a less expensive, less durable product, or you can choose a more expensive but
longer lasting solution. In the end, the port
must decide what is going to create the most
value and allow the best stewardship of capital resources," said Byrnes. He added, "We
examine emerging technologies, and the
reliability of information streams. We base
decisions on best available information."
Logic, and understanding clear tradeoffs,
is an important part of the process. Byrnes
said that ports have to ensure decisions
are not made on an emotional basis, and
that all stakeholders are aligned and have
a commitment to action.
The next step in the process is design,
engineering and construction. Byrnes cautions that there must be flexibility here, to
adapt the project to the market without
the scope of work creeping inordinately,
find the right company to do the work,
and time the delivery correctly. After the
asset is put in place, operating/maintenance

responsibilities kick in, and port management must take a look back to document
lessons learned. Byrnes said, "We have to
ensure that we are continuously improving. This process is about an integrative,
collaborative culture. It is about spending
money in the wisest way, and providing
infrastructure just ahead of need."
Houston's READY value system - which
underscores a culture of respect, excellence,
accountability, diligence and "you" - helps
facilitate decision quality that leads to successful infrastructure. Byrnes emphasized
the "you" in the mantra: "It is about inclusivity. Nothing gets done without our community of stakeholders."
The Port of Houston Authority oversees
roughly $200 million in infrastructure projects each year. Its 10-year capital investment plan exceeds $2 billion.

Beyond Lip Service
At the Port of Indiana-Jeffersonville,
collaboration on port development isn't just
an idea, it is part of the corporate culture.
In 2015, the port won a $10-million
TIGER grant to expand multi-modal cargo
handling facilities and rail capacity. The
grant provides funding toward $17 million
in infrastructure enhancements that will
add nearly four miles to the port's existing 11-mile rail network. It will enhance
and overhaul the railroad infrastructure
and intermodal capabilities throughout
the entire port.
Key officials and organizations that
participated in supporting the project
application for the TIGER grant included:
Governor Mike Pence, U.S. Senator Dan
Coats, U.S. Senator Joe Donnelly, U.S.
Congressman Todd Young, Indiana
Secretary of Commerce Victor Smith,
Indiana Department of Transportation,
One Southern Indiana, Greater Louisville,
Inc., City of Jeffersonville, Clark
County Commissioners, Floyd County
Commissioners, City of Charlestown,
Town of Utica, City of Jeffersonville
City Council, City of Jeffersonville
Redevelopment, State Representative
Ed Clere, State Representative Steve
Stemler, State Senator Ron Grooms,
State Senator Jim Smith, Clark County
Council, Louisville & Indiana Railroad,
River Ridge Development Authority,
Kentuckiana Regional Planning &
Development Agency, Conexus Indiana

SPRING 2017 * WWW.AAPASEAPORTS.COM

21


http://WWW.AAPASEAPORTS.COM

Table of Contents for the Digital Edition of Seaports Magazine - Spring 2017

AAPA Headquarters
From the President’s Desk
Ports’ Power as Conveners
FAST Act Impact
Following Up on the Funding Trail
Infrastructure Coordination: Competing Globally, Acting Locally
A Digital Vision of Leadership: Using Technology to Improve the Supply Chain in Los Angeles
XXV Latin American Congress of Ports
Every American, Every Day is Impacted by Port Activities
LED Lighting – The Right Choice for Ports?
Index of Advertisers
Seaports Magazine - Spring 2017 - into
Seaports Magazine - Spring 2017 - bellyband1
Seaports Magazine - Spring 2017 - bellyband2
Seaports Magazine - Spring 2017 - cover1
Seaports Magazine - Spring 2017 - cover2
Seaports Magazine - Spring 2017 - 3
Seaports Magazine - Spring 2017 - 4
Seaports Magazine - Spring 2017 - 5
Seaports Magazine - Spring 2017 - AAPA Headquarters
Seaports Magazine - Spring 2017 - 7
Seaports Magazine - Spring 2017 - From the President’s Desk
Seaports Magazine - Spring 2017 - 9
Seaports Magazine - Spring 2017 - Ports’ Power as Conveners
Seaports Magazine - Spring 2017 - 11
Seaports Magazine - Spring 2017 - 12
Seaports Magazine - Spring 2017 - 13
Seaports Magazine - Spring 2017 - FAST Act Impact
Seaports Magazine - Spring 2017 - 15
Seaports Magazine - Spring 2017 - 16
Seaports Magazine - Spring 2017 - Following Up on the Funding Trail
Seaports Magazine - Spring 2017 - 18
Seaports Magazine - Spring 2017 - 19
Seaports Magazine - Spring 2017 - Infrastructure Coordination: Competing Globally, Acting Locally
Seaports Magazine - Spring 2017 - 21
Seaports Magazine - Spring 2017 - 22
Seaports Magazine - Spring 2017 - 23
Seaports Magazine - Spring 2017 - A Digital Vision of Leadership: Using Technology to Improve the Supply Chain in Los Angeles
Seaports Magazine - Spring 2017 - 25
Seaports Magazine - Spring 2017 - XXV Latin American Congress of Ports
Seaports Magazine - Spring 2017 - 27
Seaports Magazine - Spring 2017 - Every American, Every Day is Impacted by Port Activities
Seaports Magazine - Spring 2017 - 29
Seaports Magazine - Spring 2017 - LED Lighting – The Right Choice for Ports?
Seaports Magazine - Spring 2017 - 31
Seaports Magazine - Spring 2017 - Index of Advertisers
Seaports Magazine - Spring 2017 - 33
Seaports Magazine - Spring 2017 - 34
Seaports Magazine - Spring 2017 - cover3
Seaports Magazine - Spring 2017 - cover4
Seaports Magazine - Spring 2017 - divider1
Seaports Magazine - Spring 2017 - divider2
Seaports Magazine - Spring 2017 - 41
Seaports Magazine - Spring 2017 - 42
Seaports Magazine - Spring 2017 - 43
Seaports Magazine - Spring 2017 - 44
Seaports Magazine - Spring 2017 - 45
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