Seaports Magazine - Winter 2015 - (Page 21)

» FEATURE STRATEGICALLY PLANNING FOR SUCCESS Port leaders discuss the importance of creating a vision for the future. By B.C. Manion A s ports go about the daily business of providing facilities to handle cargo, passengers and wide-ranging activities, there's plenty of behind-the-scenes planning going on to ensure opportunities for future success. Creating a vision for the port helps set the stage for what it could be like in the future, but then those aspirations must be translated into attainable plans to guide future growth. Having reliable infrastructure, obtaining additional assets and forging strategic partnerships are all elements that can help a port achieve its vision. But how do ports get there? The Port of Halifax in Novia Scotia has container operations, cruise operations, break bulk, project cargo and real estate. Its planning efforts involve the various users of the port, said Paul MacIsaac, senior vice president of the port. "They're the folks that are in the marketplace and the folks that kind of have an understanding of where business is heading and where cargo or cruise growth is headed. So, we think it's very important that we don't do our planning in a bubble," MacIsaac said. Including stakeholders is crucial, agreed Geir-Eilif Kalhagen, chief executive officer of the Port of Longview in Longview, Washington. Planning efforts need to be communicated broadly, and the process must include people with varied perspectives, he said. "Ports, absolutely, now more than ever, need to have that social license to operate," Kalhagen said. Once aspirations are defined, the issue becomes one of translating the vision into a workable plan. By identifying priorities, a port is steering its investments. But before it sets goals, it must evaluate practical considerations, MacIsaac said. For instance, if the port had a goal of increasing its cruise calls by 20 percent, it first must examine whether existing infrastructure can support the increased demands. If not, MacIsaac said, the port must ask: How much will it cost and is the investment justified? Future planning also must consider current assets, Kalhagen said. The Port of Barlow Point at the Port of Longview. WINTER 2015 * WWW.AAPASEAPORTS.COM 21 http://WWW.AAPASEAPORTS.COM

Table of Contents for the Digital Edition of Seaports Magazine - Winter 2015

AAPA Headquarters
From the President’s Desk
Expanding Capacity, Increasing Budgets
Navigating Cities, Counties and States
104th AAPA Annual Convention
Strategically Planning for Success
Stick to the Plan
AAPA XXIV Latin American Congress of Ports
Guarding Our Nation’s Ports Against Potential Threats
Keys to Success for Port Capital and Financial Planning
Port Game an Educational Tool – and Fun for All Ages
Port Planning and Investment Toolkit a Go-To Resource
Index of Advertisers

Seaports Magazine - Winter 2015

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