Vol.41 No.2 OCT‑DEC 2012

O C T O B E R – D E C E M B E R 2 0 1 2 N U M B E R 2 Economic sustainability study . The 2012 harvest . Innovative thinking . Here come the new vessels V O L U M E 4 1 G GREAT LAKER L The international transportation magazine of Midcontinent North America Analysis shows areas of system economic sustainability by cargo. Page 7. Fleet renewal with new vessels, refits. Page 36. National Museum of the Great Lakes receives Schoonmaker. Page 67. www.greatlakes-seawayreview.com Great Lakes/Seaway Review 221 Water Street, Boyne City, Michigan 49712 USA (800) 491-1760 FAX: (866) 906-3392 harbor@harborhouse.com Between issues of Great Lakes/Seaway Review, stay current with our weekly news service, Digital Dateline, at www.greatlakes-seawayreview.com/digdateline/ A R T I C L E S D E P A R T M E N T S Dateline: Great Lakes/St. Lawrence Seaway . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 The Administrator’s Outlook . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31 Naval Architecture & Engineering . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 59 Great Lakes People WELCOME HOME, CAPTAIN DADDY . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 62 Captain Dave Miller’s Buffalo roots run deep. Maritime Heritage ARTIFACTS FIND SANCTUARY . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 65 Publisher donates father’s Great Lakes/St. Lawrence Seaway collection. GETTING STARTED . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 67 National Museum of the Great Lakes breaks ground, receives Schoonmaker. Education TEACHING THE GREAT LAKES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 69 Ludington teacher takes her love of the Lakes to the classroom. Meet the Fleet . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 71 On the Radar . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 72 Business Development ECONOMIC SUSTAINABILITY . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7 Study breaks down system viability cargo by cargo. Grain THE 2012 HARVEST . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13 Another impactful year for Ontario grain exports. Leadership A DISCUSSION ON INNOVATION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17 The system’s young leaders explore business development strategies. Business Development POTENTIAL FOR CONTAINERS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33 Europe-Great Lakes container service economically viable. Shipbuilding HERE COME THE SHIPS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36 System’s newest ships deliver, more on order. BECOMING A REALITY . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 43 Algoma Equinox Class approaching first delivery. ONBOARD WITH ECONOMIC RECOVERY . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 47 Shipyards throughout the region experience increased activity with commercial, research, passenger vessels. Regulations REGULATORY ISSUES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 51 Changes to make liquefied natural gas a maritime fuel on the Great Lakes. Logistics GREAT LAKES BENEFITS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 55 St. Lawrence Seaway and Great Lakes a lifeline to steelmaker ArcelorMittal. GREAT LAKER O C T O B E R – D E C E M B E R 2 0 1 2 Also available as an interactive digital magazine GREAT LAKES/SEAWAY REVIEW October-December, 2012 1 G L 2 Business and Editorial Office 221 Water Street Boyne City, Michigan 49712 USA (800) 491-1760 FAX: (866) 906-3392 harbor@harborhouse.com www.greatlakes-seawayreview.com www.greatlaker.com EDITORIAL AND BUSINESS STAFF Jacques LesStrang Publisher Emeritus Michelle Cortright Publisher Janenne Irene Pung Editor Cris Shankleton Creative Director Lisa Liebgott Production Manager Tina Felton Business Manager Amanda Korthase Circulation Manager ADVERTISING DEPARTMENT Kathy Booth Account Manager Rex Cassidy Account Manager James Fish Director of Sales Patricia A. Rumpler Account Manager Ellen Trimper Account Manager William W. Wellman Senior Account Manager EDITORIAL ADVISORY BOARD John D. Baker, President, Great Lakes District Council, International Longshoremen’s Association; Mark Barker, President, The Interlake Steamship Company; Noel L. Bassett, Vice President-Operations, American Steamship Company; Dale Bergeron, Maritime Transportation Specialist and Educator, Minnesota Sea Grant; David Bolduc, Executive Director, Green Marine; Joe Cappel, Director of Cargo Development, Toledo-Lucas County Port Authority; Steven A. Fisher, Executive Director, American Great Lakes Ports Association; Anthony G. Ianello, Executive Director, Illinois International Port District; Ray Johnston, President, Chamber of Marine Commerce; Peter Kakela, Ph.D., Professor, Department of Community, Agriculture, Recreation and Resource Studies, Michigan State University; Robert Lewis-Manning, President, Canadian Shipowners Association; Mark Pathy, President & Co-CEO, Fednav Limited; John Vickerman, Founding Principal, Vickerman & Associates, LLC; Mike Wallace, Member of Parliament, Burlington, Ontario; James H.I. Weakley, President, Lake Carriers’ Association; Greg Wight, President & CEO, Algoma Central Corporation. SUBSCRIPTIONS – (800) 491-1760 or www.greatlakes-seawayreview.com www.greatlaker.com Published quarterly. One year $32.00; two years $53.00; three years $75.00. Foreign: One year $47.00; two years $68.00; three years $100.00. One year digital edition $20. Payable in U.S. funds. Back issues available for $7.50. Article reprints are also available. Reprints and scans produced by others not authorized. ISSN 0037-0487 SRDS Classifications: 84, 115C, 148 Great Lakes/Seaway Review and Great Laker are published quarterly in March, June, September and December. Postmaster: Send address changes to Great Lakes/ Seaway Review, Great Laker, 221 Water Street, Boyne City, Michigan 49712 USA. © 2012 Harbor House Publishers, Inc., Boyne City, Michigan. All rights reserved. No article or portion of same may be reproduced without written permission of publisher. Great Lakes/Seaway Review Cover: A new engine is lowered into a Trillium Class Vessel at Chengxi Shipyard in China. Photo courtesy of CSL. Great Laker Cover: Col. James M. Schoonmaker is towed to Toledo, Ohio. Photo by Roger LeLievre. THE INTERNATIONAL TRANSPORTATION MAGAZINE O F M I D C O N T I N E N T N O R T H A M E R I C A VOLUME 41 OCTOBER-DECEMBER 2012 NUMBER 2 G R E A T L A K E S / S T . L A W R E N C E S E A W A Y GREAT LAKES/SEAWAY REVIEW October-December, 2012 3 DATELINE The M/V Algobay, owned by Algoma Central Corporation, was renamed October 4 in a rededication ceremony in Port Colborne, Ontario in honor of Radcliffe R. Latimer. The self-unloading bulk carrier will now be called the M/V Radcliffe R. Latimer. Latimer, who recently retired, has had an association with Algoma Central for 46 years. He has also held CEO positions with CN Rail and TransCanada Pipelines and is a former chairman of Prudential Assurance Canada. “Rad has played an important role in the success of Canadian business as well as Algoma Central,” said Greg Wight, CEO of Algoma Central Corporation. “It is a privilege to have his name attached to one of our vessels. The Algobay was specifically chosen for this rededication due to Rad’s role in its recent major refurbishment.” Latimer was involved in the deliberation and approval process for the restoration project, which was the beginning of Algoma Central’s domestic dry bulk fleet renewal program. “From its start in 1899 as one of the smallest of several dozen fleets, Algoma has systematically built its fleet into the largest on the Great Lakes,” Latimer said. “It’s now embarked on a massive fleet renewal investment, which, with deliveries starting in 2013, will result in major fuel efficiency and substantial improvement in environmental performance. When this investment is finished, Algoma will have not only the largest Great Lakes fleet, but the most productive fleet as well. I am so proud to have been associated with this company for 46 years and so humbled by this honor that has so graciously been extended to me.” . New rail loop for Cleveland The Port of Cleveland has launched a new rail loop to provide better and more efficient service at the port and improve access to markets throughout North America. Slightly more than a mile long, the rail loop connects the two sides of the port’s rail system for the first time, allowing cargo to move on either CSX or Norfolk Southern, the two Class 1 railroads serving the port. The loop doubles the port’s rail capacity and will give more shippers opportunities to transport larger volumes of cargo to more markets. The loop will be operated by Cleveland Harbor Belt Railroad, a subsidiary of the Cleveland Commercial Railroad Company, which operates 23 miles of railroad in the area. The Ohio Department of Development provided approximately $3 million for the $4.5 million project. . Workers at the Port of Valleyfield, Quebec, also known as Valport, moved portions of the 18-piece antenna that will top the new World Trade Center in New York City, New York. Valport partnered in the construction of the antenna by providing staging and building space for structural steel fabricator, ADF Group of Terrebonne, Quebec. Valport moves antenna bound for new World Trade Center Haen promoted Dean Haen is now Director of the Port and Solid Waste Department for Brown County in Green Bay, Wisconsin. He served as Interim Director for more than a year. Haen heads up planning, directing and implementing business activity, promotion and economic development for the Port and Solid Waste Department. He has been with Brown County for more than 20 years and served as Manager for the Port of Green Bay prior to becoming Interim Director of the department. Haen is active with several professional organizations, including the Wisconsin Commercial Ports Association, the Wisconsin Transportation Development Association and the American Great Lakes Ports Association. . Rand christens converted ATB Rand Logistics, Inc. has christened and commenced service of the tug Defiance and self-unloading barge Ashtabula. The Jones Act-compliant articulated tug/barge (ATB) was acquired on December 1, 2011. Modifications required for Great Lakes service began in May. According to Rand, the total invested cost of the ATB is substantially less than the cost to build a new, similarly-sized Jones Act-compliant vessel. “The Ashtabula is a versatile vessel that will augment our river-class capabilities with sufficient carrying capacity to allow for increased market penetration in the mid-class vessel segment of the Great Lakes market,” said Scott Bravener, President of Lower Lakes. “The addition of the Ashtabula has allowed us to gain additional market share in several end markets. These market share gains will allow us to maximize the efficiency of our existing fleet.” . Dean Haen (From Left) Algoma Central CEO Greg Wight, The Honourable H.N.R. Jackman, Aba Sergio, Jacqueline Latimer, Radcliffe Latimer, Ship Chief Engineer Kaz Mankiewicz, Captain Clarence Vauther stand in front of the renamed vessel following a ceremony in Port Colborne October 4. Algoma renames carrier to honor retired board members D A T E L I N E Guard Ninth District. Transport Canada and Coast Guard officials simultaneously inspected foreignflagged vessels entering the Seaway. Vessel participation in the pilot project was voluntary; a vessel had the ability to stop the Coast Guard portion of the exam at any time during the process since the joint exams were carried out in Canadian waters. If the vessel continued onto a U.S. port, the Coast Guard would conduct its normal foreign vessel examination if one was required. Transport Canada and Coast Guard officials met in late November to review the data. Recommendations on forming an ongoing bi-national foreign vessel inspection program are expected in March. . Great Lakes Restoration Initiative grants awarded The U.S. Environmental Protection Agency (EPA) has awarded 47 Great Lakes Restoration Initiative (GLRI) grants, totaling nearly $26 million, over the past months. Almost $8 million in grants is apportioned for projects to combat invasive species in the Great Lakes basin in Illinois, Indiana, Michigan, Minnesota, New York, Ohio and Wisconsin. Over the last three years, the GLRI has provided $172 million for the prevention, detection and control of invasive species in the Great Lakes ecosystem. Approximately $80 million of this funding is being used to support the interagency Asian Carp Control Strategy Framework. Invasive species grants in 2012 include funding for the following: • Development of portable environmental DNA-based detection devices and accurate diagnostic tests for water samples • Educational initiatives to help prevent the spread of species via bait, aquarium fish and other live organisms in trade, waterfowl hunting, angling and recreational boating • Software development to assess the availability of invasive species via internet sales • Watercraft inspections • Development of holograph-based technology and related detection software • Risk assessment and surveillance • Inventory of invasive plant species • Prevention, control and removal of invasive species Other grants were awarded for water quality improvement projects, health screening for mercury exposure and the development of more effective fish consumption advisories, pollution prevention and cleanup initiatives. . Transport Canada, U.S. Coast Guard conclude pilot program A joint inspection pilot program conducted by Transport Canada and the U.S. Coast Guard over the fall has concluded. The pilot program involved inspections on a limited number of foreign-flagged vessels entering the Great Lakes/St. Lawrence Seaway system. The Port State Control inspections focus on increasing vessel safety, security and pollution prevention, and monitoring living and working conditions on the ships. “This initiative is in keeping with President Obama’s and Prime Minister Harper’s Beyond the Border Perimeter Security Initiative protecting the Great Lakes/St. Lawrence Seaway region, which provides common access to the heart of North America. Our goal is to make vessel inspections more efficient and facilitate American and Canadian business on both sides of our shared border,” said Rear Adm. Mike Parks, Commander of the U.S. Coast 4 www.greatlakes-seawayreview.com GREAT LAKES/SEAWAY REVIEW October-December, 2012 5 REGIONAL CALENDAR REGIONAL CALENDAR D A T E L I N E Corps releases new draft assessment reports The U.S. Army Corps of Engineers released three new draft Aquatic Pathway Assessment Reports in early November as part of the Great Lakes and Mississippi River Interbasin Study. The reports focus on three potential aquatic pathways for nuisance species in Indiana: Eagle Marsh, Parker-Cobb Ditch and Loomis Lake. They evaluate the likelihood of an aquatic pathway’s forming in each location, as well as the possibility of nuisance species using that pathway to reach the adjacent basin. The reports are available for download at www.glmris.anl.gov. . TWIC renewal exemption granted, new legislation pending The Transportation Security Administration has granted a temporary exemption from certain regulations regarding Transportation Worker Identification Credential (TWIC) expiration and replacement requirements for U.S. mariners. This exemption applies to TWIC holders who are U.S. citizens or U.S. nationals and whose card will expire on or before December 31, 2014. The exemption permits eligible TWIC holders to extend the expiration date of their security threat assessment and TWIC by three years, according to the Federal Register. TWIC holders who are not U.S. citizens or U.S. nationals are required to enroll for a standard five-year replacement upon expiration of their current TWIC. To help ease the financial and travel burdens caused by the enrollment process, the U.S. House of Representatives passed legislation June 28 that would simplify requirements for workers who need a TWIC for their jobs. . JANUARY 13-17 Transportation Research Board Annual Meeting Washington, D.C. www.trb.org/AnnualMeeting2013/ AnnualMeeting2013.aspx 18 Marine Club Annual Dinner Royal York Hotel, Toronto, Ontario www.themarineclub.org FEBRUARY 6-10 I.S.M.A. Grand Lodge Convention Park Place Hotel Traverse City, Michigan http://ismagrandtraverselodge23.org/ 12-13 Great Lakes Waterways Conference Hyatt Regency Cleveland at the Arcade Cleveland, Ohio www.greatlakeswaterwaysconference.com MARCH 5-7 Great Lakes Days Washington, D.C. www.glc.org/greatlakesday 19-20 Shortsea Shipping Conference Hyatt Regency Montreal Montreal, Canada www.armateurs-du-st-laurent.org/ index.php?id=57&L=1 MAY 29-31 Green Tech 2013 Hyatt Regency Vancouver, British Columbia www.green-marine.org Millions of tons and billions of dollars move through the Port of Duluth-Superior. Each year, this port handles nearly 40 million short tons of coal, iron ore, limestone, grain, cement and salt, plus heavy-lift and project cargo en route to destinations in North America and around the world. As the largest tonnage port on the Great Lakes St. Lawrence Seaway, the vitality of this region depends on the strength of this port… and this port relies on the strength of the industries we serve. Big ships. Big numbers. Big impact. 218.727.8525 www.duluthport.com CARGO CAPITAL GreatLakes PORTof DULUTH-SUPERIOR REACH FEDNAV Expert Partner FMT FALLine Fednav Direct CANADA’S LARGEST INTERNATIONAL DRY-BULK OCEAN TRANSPORTATION GROUP www.fednav.com B U S I N E S S D E V E L O P M E N T 7 Anewly-released study on the Great Lakes/St. Lawrence Seaway system’s competitiveness outlines a strategy for greater partnerships between its many stakeholders. “We interviewed shippers and looked at increasing revenue and the possibility of increasing vessels,” said Bruce Hodgson, Director, Market Development for the St. Lawrence Seaway Management Corporation (SLSMC), which oversees Hwy H2O in partnership with the U.S. Saint Lawrence Seaway Development Corporation. “We looked at the competitiveness of the system compared to Houston and found the Seaway competitive, but we have to attract more capacity into the system.” The study was commissioned to focus on bulk cargo, which represents 95 percent of the system’s overall cargo. Since the 1970s, there has been a significant loss of tonnage, a decline from about 74 percent of its capacity to under 50 percent of its capacity. Currently, the system’s use falls below other inland waterways. Entitled Leveraging the Seaway’s Com- Economic sustainability Study breaks down system viability cargo by cargo Cargo moves throughout the system night and day, a sign of the region’s economic viability. 8 petitiveness for Business Growth, the study was conducted by CPCS, a global transportation consulting firm with its North American headquarters based in Ottawa, Ontario. Because of confidential interviews, the results are being released in aggregate form. Methodology for the study includes using public and private data sources, including extensive consultations with shippers and carriers. The study looks at 12 commodity groups while analyzing drivers of the system’s business development, cost competitiveness for various routes, opportunities to improve competitiveness and preparing for future business growth. The results produced a number of surprises, according to Marc-André Roy, CPCS Vice President and North American Practice Head. They include: • Seaway routings are more cost competitive than many potential users realize. • It can be exceptionally difficult to get quotes for each component of various Seaway routings. can become Qualify as New Business on the Seaway and you save 20% on tolls If your cargo qualifies as New Business, you can add to your savings by shipping via the Great Lakes St. Lawrence Seaway System. New Business can include cargo that has a new origin, a new destination, or that was previously moving via a different mode of transportation. Or cargo that has not been previously shipped via the Seaway in the last 5 years in a volume larger than 10,000 tonnes. Visit our website for details and an application to qualify. www.hwyh2o.com STEEL: Competitive Cost Advantage 14% 20% 23% 23% 24% 32% 37% Burns Harbor-Italy (Manufactured Steel) Europe-Burns Harbor (Manufactured Steel) Europe-Hamilton (Manufactured Steel) Europe-Hamilton (Slabs) Europe-Burns Harbor (Slabs) Europe-Detroit (Manufactured Steel) Europe-Detroit (Slabs) COKE: Competitive Cost Advantage 52% 44% 49% Chicago-Belledune Hamilton-Western Europe Hamilton-South America The study focuses on what can be influenced—competitiveness. Charts in this story show the results of routings considered for various commodities. The analysis was done to show where the Seaway system is most cost competitive compared to other transportation modes using the same beginning and ending locations. The charts are part of the CPCS study. B U S I N E S S D E V E L O P M E N T GREAT LAKES/SEAWAY REVIEW October-December, 2012 9 • Arranging Seaway-routing transport can be tough—more complicated than for rail transportation. • Marine transport, in some instances, competes directly with semi tractor trucks. With stakeholders unable to control factors such as the system’s geography, including the location of cargo to end markets, global economic cycles, sector-specific trends, shipper supply-chain requirements and the structural and institutional context of the Seaway, the study focuses on what can be influenced— competitiveness. “It’s a team sport,” Roy said while presenting at the Hwy H2O conference in November. “We are all working together to offer competitive routing.” While shippers’ primary determinant in selecting a transportation route is cost, the study shows they often lack the information needed to consider Hwy H2O as an option. There is a disconnect occurring in getting timely quotes to potential users, limiting their ability to assess the potential cost benefit of a multi-modal delivery route including the system. “It can be difficult to get quotes for rates to use the Seaway,” Hodgson said. “Shippers are missing pieces of the supply chain.” Competiveness, partnerships. In addition to improving the effectiveness of the communication flow, finding greater flexibility in profit margins in businesses along the transportation route is a factor involved in increasing competitiveness. One fact emphasized to show the need for flexibility on presenting quotes—Seaway tolls and charges represent only 2 percent of shippers total transportation costs. “We can’t make it happen without others,” Roy said, asking stakeholders: How much flexibility in costs is there if it means locking in contracts? What can the stakeholders do, beyond what the Seaway entities are doing? “It’s all about making the system more competitive in the long term,” he added. “Inflexibility to moving rates hurts everybody.” An example of the type of partnerships being encouraged to benefit the system overall involves a new trade route moving low-sulfur Appalachian coal to China and Western Europe. The competitive advantage of each linkage was considered and the Seaway options determined the most cost effective. The four routes considered were: • Moving coal west by train to the Port of Vancouver for export. • Moving coal by train south to the Gulf IRON ORE: Competitive Cost Advantage -36% -2% 22% 33% 43% 45% Brazil-Burns Harbor Mesabi-Asia Mesabi-Western Europe Mesabi-Hamilton Labrador Trough-Hamilton Labrador Trough-Cleveland COAL: Competitive Cost Advantage -62% 0% 0% 6% 33% PRB-China Appalachian-Hamilton PRB-Western Europe Appalachian-China Appalachian-Western Europe CANADIAN WHEAT: Competitive Cost Advantage -20% 7% 11% Brandon-South America Brandon-Western Europe Brandon-North Africa/Middle East U.S. WHEAT: Competitive Cost Advantage -14% 6% 15% Minot-South America Minot-North Africa Minot-Western Europe The study looks at 12 commodity groups while analyzing drivers of the system’s business development, cost competitiveness for various routes, opportunities to improve competitiveness and preparing for future business growth. Bring your ships and shore together in one integrated system A Complete Maritime Human Resource System: Crew Management .. Crew Planning .. Course Planning .. Competence Matrix and Requirements .. Documents scanning .. Mail Merge .. Web Recruitment Portal Full US Payroll with built-in tax and social security .. All AMO, SIU and USW calculations and reporting Check printing .. Direct Deposit interfaces .. Accounting System interfaces .. E-mail interface .. Automatic ship-shore replication of crew and payroll information For more information, visit our website: www.adonis.no Tailor- made for the Great Lakes zpirit.no B U S I N E S S D E V E L O P M E N T GREAT LAKES/SEAWAY REVIEW October-December, 2012 11 of Mexico for export. • Transporting coal by rail to the Port of Ashtabula, where it is loaded on a laker and floated to Sydney, Nova Scotia. The coal is then transloaded onto a saltie for delivery to China or Western Europe. • Delivering coal by rail to Port of Ashtabula, where it is loaded directly onto a saltie for delivery to ports in China or Western Europe. The ports of origin along the route are Duluth-Superior, Thunder Bay, Toledo, Sandusky, Ashtabula and Nanticoke. The ships would deliver to U.S. Steel and Dofasco at the Port of Hamilton and to St. Lawrence Cement and St. Mary’s Cement at the ports of Clarkson and Bowmanville, respectively. The ships then move further downriver to Quebec, Belledune and Sydney before either crossing the Atlantic Ocean or transloading the coal onto a saltie heading to Western Europe or China. The cost advantage for the water route to Western Europe is 33 percent while the route to China offers a 6 percent advantage, according to the study. Another success is found in the bi-national partnership exporting Powder River Basin coal from Montana and Wyoming to Northern Europe. The multi-modal supply chain is between Midwest Energy Resources Company (MERC), BNSF Railway, Canada Steamship Lines and Quebec Stevedoring with a contract to export about four million net tons by 2014. “The Seaway captures less than 1 percent of the nation’s coal exports,” Roy said. A direct success facilitated by Hwy H2O in terms of brokering a contract is the movement of steel coils from Toledo to Italy. Previously, the coils were moving on barges down the Mississippi River, Hodgson said. The contract, consisting of two shipments, saved the customer 20 percent. For detailed information on the various routings researched in the study, please see the graphs on pages 8, 9 and 11. Looking at opportunities. The study has identified the following opportunities for bringing more business through the system, opportunities Hwy H2O will be discussing with its members to move business development strategies forward. They are: • Integrate and expand opportunities to promote an awareness of the system. • Facilitate consolidation of project cargo to promote the establishment of a liner service, which will involve ongoing customer contact to further market and identify potential hub ports and serve as a catalyst, even a broker, with carriers, ports and customers. The partnerships can build off the recent successes of the European Representative, Alan Taylor, and supply chains such as the bi-national effort spearheaded by MERC, knowing increased use of the system will bring business to all the ports. • Selling the system as a whole to potential users. • Encourage rate flexibility among transport chain partners to identify opportunities and continue to serve as a catalyst, even a broker. “A domestic broker is needed to provide the missing pieces,” Roy said. While economic and technology forces are impossible to predict and have tremendous impact on supply chains. International indicators appear to be presenting opportunity for the system—indicators such as increasing oil prices, the natural resources boom, trade shifts to the east and coastal land transportation backlogs. In the meantime, stakeholders from industry sectors such as ports, stevedores, carriers and shippers will be meeting to discuss the best way to streamline quotes and increase the outcome of partnerships. Janenne Irene Pung . CORN: Competitive Cost Advantage -3% 16% 33% Fort Wayne-South America Fort Wayne-North Africa Fort Wayne-Western Europe PETROLEUM: Competitive Cost Advanta ge -200% 26% Montreal-Hamilton Sarnia-Montreal PROJECT CARGO: Competitive Cost Advantage Milwaukee-Europe 4% The cost advantage for the water route to Western Europe is 33 percent while the route to China offers a 6 percent advantage, according to the study. What can the stakeholders do, beyond what the Seaway entities are doing? G R A I N GREAT LAKES/SEAWAY REVIEW October-December, 2012 13 MACKENNA ROTH Communications Coordinator-Public Relations Grain Farmers of Ontario Grain farmers across Ontario experienced a variety of growing conditions this season impacting farmers at harvest time. Corn, soybean and wheat yields have been variable across the province depending on timeliness of planting, rain fall and harvest. Final yield numbers are always of interest to farmers and buyers, as the import and export markets will fluctuate depending on the amount of grain harvested. Movement of Ontario corn, soybeans and wheat is primarily completed through the Great Lakes/St. Lawrence Seaway system and the tonnage transactions are reliant on the amount and quality of grain harvested this season. The fall harvest reports are showing that the southwest region of the province, towards London and Sarnia, has experienced tremendous yields. Towards Windsor and the furthest southern region of the province, the consistent rains all year are being reflected in record corn and soybean yields. However, other areas of the province are not so fortunate; in Eastern Ontario, Norfolk, Haldimand and the Niagara Peninsula, the lack of rain has greatly decreased the yield potential for these areas. In early August, Statistics Canada predicted corn yields at 136.7 bushels per acre and soybeans at 39.4 bushels per acre. These numbers are slightly down from national yield averages for corn at 151 bushels per acre and 39 bushels an acre for soybeans. Despite the The 2012 harvest Another impactful year for Ontario grain exports With the total number of corn, soybean and wheat acres in Ontario historically steady at around five million, the production of these crops has grown significantly over the last 20 years from just over six million metric tons of production in 1981 to just under 13 million in 2011. 14 www.greatlakes-seawayreview.com 0 2,000,000 4,000,000 6,000,000 8,000,000 10,000,000 12,000,000 14,000,000 METRIC TONS METRIC TONS PRODUCED IN ONTARIO Soybeans Wheat Corn 1981-1985 1986-1990 1991-1995 1996-2000 2001-2005 2006-2011                                                                   ! “  # !$ %&’   #( %)*% #+ ,%-.-)-.&//) 0$+ ,%-. %&.%/- 111                         !  “ # $  % &’  () *$ +,      +  $# SOURCE: GRAIN FARMERS OF ONTARIO GREAT LAKES/SEAWAY REVIEW October-December, 2012 15 G R A I N drought-like conditions many areas in the province faced, provincial corn yields are now in the mid-140s and soybeans are likely higher than forecast as well. Now that harvest data is being submitted across the province, the export shortage picture is starting to come clearer. With the total number of corn, soybean and wheat acres in Ontario historically steady at around five million, the production of these crops has grown significantly over the last 20 years from just over six million metric tons of production in 1981 to just under 13 million in 2011 (Image 1). The mix of crop variety is weighted heavily to corn with soybeans and wheat relatively similar in production volume by comparison. This is not because corn is grown on more acres— in fact, soybeans own that statistic. It is because corn yields are 164 bushels per acre on average compared to an average soybean yield of 46 bushels per acre and average wheat yields of 80 bushels per acre. The economic impact of the grain industry in Ontario can be reflected in the 9.3 million metric tons of grain production across the province. This strong grain industry generates approximately $2.5 billion in farm gate receipts, $9 billion in economic output and 40,000 jobs in the province. Ontario grains are a competitive export commodity on a globe scale, due in part to the close proximity to the Great Lakes/St. Lawrence Seaway and the ports located on its shores. Grain movement through the Seaway mainly originates from the southwestern production region of Ontario. Each of the ports identified is within a two-hour drive of the province’s most productive agricultural land, with the exception of Thunder Bay, which mostly handles western grain (Image 2). Grain moves mainly by truck in these southern and eastern regions to the lake terminals, as rail freight is not as cost effective within Ontario. The majority of overseas grain shipments from Ontario travel through the Seaway because of its prime location to many destination markets. Demand and delivery. Traditionally, Ontario is in an import-position in the corn markets—importing corn from the U.S. to fill feed and ethanol needs. However, 2010 marked an important year where a record crop was harvested and Ontario farmers were able to take advantage of several export opportunities. Major export countries for Ontario corn include the European Union, Syria, Mexico, Egypt and Tunisia. According to the Ontario Ministry of Agriculture, Food and Rural Affairs, in 2010-2011 Ontario corn exports to other countries reached 952,600 metric tons. This was significantly higher than previous years, with 2006-2007 exports to other countries recorded at 92,000 metric tons, and 2007- 2008, a previously strong export year, reported at 381,400 metric tons. For the 2011-2012 year, corn exports were recorded at 313,900 metric tons, which is on par with typical harvest numbers and for 2012- 2013 grain corn is predicted to be slightly lower due to unfavorable growing conditions this past summer. As harvest data continues to be reported, yield predictions suggest Ontario will have sufficient corn to fulfil domestic and export market demands. Soybeans are the largest row crop in Ontario from an acres planted perspective, with a record acreage in 2012 of 2.65 million acres seeded. Soybean exports play a key role for Ontario producers—in 2011, 37 percent of the Ontario soybean crop was exported. Ontario’s identity preserved (IP) soybeans and traceability systems have made this crop highly desirable in European and Asian markets. 16 Through the use of the Seaway, 215,598 metric tons of soybeans were exported to the Netherlands in 2011, according to Statistics Canada. The Netherlands is one of the biggest ports and distribution centers in the European Union and a large majority of the soybeans exported to this port are moved into other countries such as Germany, France and Belgium. For the 2012 year, up to August, more than 26,000 metric tons have been exported to the Netherlands and that number will continue to grow as the harvest season concludes. Total export growth for soybeans has increased 53.5 percent over the last four years. In 2007, Ontario exported a total of 679,280 metric tons compared to 1,042,721 metric tons in 2011. As of August, Ontario has exported 542,230 metric tons of soybeans for 2012. Wheat exports. In 2011, Ontario wheat exports into the United States and worldwide were reported at more than 80,000 metric tons, according to Statistics Canada. Approximately 26,000 metric tons or a quarter to a third of Ontario’s wheat is sold into Toledo, Ohio for cookies and crackers and moving wheat by vessel into Toledo can be very cost effective. This shipping efficiency translates into higher farm gate receipts as ground transportation costs are driven out of the system. The overall export of Ontario wheat to other counties is down over the years. In 2009, total exports were reported at 119,019 metric tons, with a value of $32,003,036 and 2010 total export volume was reported at 147,722 metric tons with a value of $30,015,859. The decline in Ontario wheat exports is due, in part, to reduced acres planted and the expansion and development of the Russian wheat program; however, there is also a very strong domestic market for Ontario wheat so export programs are not as much of a focus as they are with the other two dominant Ontario crops. As harvest season starts to slow for 2012, a clearer picture of where production numbers stand will become available and total amounts of grain for export markets will develop. Future predictions on where the Ontario corn production numbers stand will be determined once in-bin storage inventory, old crop storage and harvest of the 2012 new crop are all complete. Once domestic need is evaluated, export markets will be explored. Ontario winter wheat is being planted and development of international export markets will continue to be pursued, but the domestic need is still great. Finally, the export expansion of Ontario soybeans should continue to grow due to demand of this high quality crop worldwide. Ontario grain farmers are happy to see the end of the 2012 harvest season due to the uncertain growing conditions experienced this summer across the province. 2012 will be remembered, along with other drought years, as one of the most challenging—but for farmers who received timely rains, it will be remembered as a year for high yields and good prices. . Ontario grains are a competitive export commodity on a globe scale, due in part to the close proximity to the Great Lakes/St. Lawrence Seaway and the ports located on its shores. Our factory trained and authorized service technicians know that any day on the water is a good day. They also know everything there is to know about what powers your marine vessel. Their heroics are well documented in marinas from Savannah to Saginaw. Our goal is simple. We want to make sure you’re ready for the open water. On those days that are perfect. And on those that are a little rough. GREAT LAKES LOCATIONS: Cleveland, OH 800.321.0459 Toledo, OH 800.758.8785 Dearborn, MI 800.468.6332 Grand Rapids, MI 800.701.9993 Saginaw, MI 800.906.4235 OTHER LOCATIONS: Atlanta and Savannah, Georgia; Charleston and Columbia, South Carolina L E A D E R S H I P GREAT LAKES/SEAWAY REVIEW October-December, 2012 17 Jonathan Daniels Executive Director Port of Oswego Oswego, New York Briefly describe some of the greatest changes you see impacting business development in the Great Lakes/St. Lawrence Seaway system. One of the biggest challenges has been the inconsistency in the regulatory structure. When you look at the challenges we’ve faced with in the past few years with the various ballast water initiatives, the proposal by the IJC on the Bv7 for monitoring and controlling the level of Lake Ontario and the difficulty with obtaining the necessary funding for dredging, it has made it difficult to concentrate on the core mission of utilizing our port for economic development and job creation. But many of the challenges we face in the Great Lakes, specifically the lack of a 12-month shipping season, provides unique opportunities in how we interact and work through logistical challenges with our customers. An example of that is how we handle aluminum through the Port of Oswego. During the navigation season, it’s routine for us to see the levels of cargo get very high as we handle aluminum ingots and sows for seven different customers via the Great Lakes/Seaway system. When the Seaway shuts down, we work with them to move via truck and rail into the port in order to meet their distribution needs. Our goal is to provide them with an all season A discussion on innovation The system’s young leaders explore business development strategies Innovation has been a key factor to growing business along the Great Lakes/St. Lawrence Seaway. Carriers, shippers, ports, terminal operators and others are busy looking for ways to diversify their businesses—and more importantly—their revenue streams. Future successes will stem from the tried-and-true business models as much as taking what works and creating new opportunities to accompany them. Some of the industry’s young leaders shared their views with Great Lakes/Seaway Review on what’s working for them and what steps the industry needs to take as a whole to build business throughout the system. 18 www.greatlakes-seawayreview.com logistics package. We’ve gone from being a port of call to also being a distribution center. After we lay material down in Oswego, we are distributing material locally and by road and rail to customers in Tennessee, Pennsylvania and Georgia. Have you implemented a new business strategy you have found to be effective? If so, please describe. We have been fortunate to develop a great relationship with our primary grain customer. We maintain multimodal access for them year-round and this new strategy occurs during the winter months, at times when we can no longer ship material via the Seaway. We rail agricultural products to a terminal at the Port of Virginia, where the product is transloaded for foreign destinations. Even though we’re shut down because of the winter closing of the Seaway, we do not miss a beat in meeting their export demands because we work through a terminal outside the system. During the winter months continue soybean shipments to China and Cuba, and red wheat shipments to Egypt. While so many companies and so many ports look to outside entities to bring in new cargoes, our strategy puts a strong emphasis on growing from the inside with our existing partners, rather than constantly looking to bring outside business in. As the economy changed, we needed to look at new revenue streams and create depth in our revenue line items. For example, we have worked to create a total logistics package for several of our aluminum customers. From the time we handle the product at its arrival, we manage their inventory, make arrangements for trucking to their distribution point. This has allowed us the opportunity to create value for the customers we have at the port, in addition to providing them a vital service as part of their logistics network. In essence, have taken on several qualities of a 3PL. How are you doing things differently from what has been traditionally practiced in the system? As one of the smaller ports in the system, we need to call upon our creativity in order to be competitive. We don’t see significant competition from our neighbors in the Great Lakes, rather our competitors are ports such as Philadelphia, Baltimore and Albany. Because of our location close to the east coast, we must have more creative solutions to compete with ports that often have more land and more resources. A lot of what L E A D E R S H I P We maintain multimodal access for them year-round and this new strategy occurs during the winter months, at times when we can no longer ship material via the Seaway. GREAT LAKES/SEAWAY REVIEW October-December, 2012 19 we’re able to accomplish comes from our relationship with the Great Lakes ILA and our local 1570A. Not having a terminal operator allows us to be more creative with how we handle business development. And the working relationship with the ILA is one of the key factors allowing us the opportunity to be so successful. Do you have new ideas you are planning to put into practice in the next year? If so, what are they? We’ve been working for several years on the development of the East Terminal Connector Project, and this goes back to the finding creative options to meet difficult situations. Our neighbor, the historical landmark of Fort Ontario, sits between our East Terminal and 15 acres on the other side of the fort. We recently secured funding for the design and construction of combined road and rail access on an existing rail right-ofway that is just north of Fort Ontario. We will embed the track in a roadway, allowing us to access the acreage on the other side of Fort Ontario. The narrow right-of-way borders the lake and sits below the view shed of Fort Ontario, so it will not impact the fort in a negative fashion. Instead, it will enhance the fort because we will take trucks that traverse by its front door and put them down below their viewshed. In light of changes in the system and internationally, what do you consider a key strategy industry stakeholders can undertake together to increase use of the Great Lakes/St. Lawrence Seaway system? Dual marketing and marketing of the system as a whole. There are few ports that can stand on their own without relying on other operations in the Lakes, including operations in Canada. If a vessel is discharging 10,000 tons in Toledo and then leaving the system, we often get a call to see if we have a backhaul. Our ability to work port-to-port throughout the system, with no international boundary, and our willingness to put aside many of the competitive issues to market the system as a series of terminals that stretches over thousands of miles is a key strategy. In what areas is new technology impacting your company/organization, either positively or negatively? We recently went through the installation of a comprehensive surveillance and camera system which allows us to take broader, holistic harbor view while working cooperatively with the other terminals within Oswego harbor. The creation of the surveillance mesh allows us to be more proactive in security situations that occur. The new system is also a vital marketing tool for us when we discuss cargo security with existing and potential customers. Do you have anything to add? Our ability to be successful is entirely dependent on our ability to be creative. We must constantly work with our customers to anticipate their needs as may be dictated by changes in the global transportation system. The expansion of the Panama Canal will have a ripple effect throughout the world of transportation. While the Great Lakes won’t see the size of vessels change based on our existing lock configuration, the increase in movements through the upgraded Panama Canal could mean vessel frequency increases. We need to find ways to be more efficient and effective in moving cargo across the docks. L E A D E R S H I P Liebherr Nenzing Crane Co. 11801 NW 100th Road, Suite 17 Miami, FL 33178 Tel.: +1 305 889 0176 Fax: +1 305 889 0655 info.LNC@liebherr.com www.liebherr.com The Group Experience the progress. L E A D E R S H I P Joe Cappel Director of Cargo Development Toledo-Lucas County Port Authority Toledo, Ohio Briefly describe some of the greatest changes you see impacting business development in the Great Lakes/St. Lawrence Seaway system. The greatest challenge impacting business development is changing people’s perception of the Seaway and “busting the myths” about the system that exist in the industry. The general perception is that the Seaway is antiquated and not suited for modern supply chain transportation needs. The myth that the system is only open half the year is probably one of the most widespread in the transportation industry. Other myths about the Seaway being cost prohibitive, unable to accept large vessels or that it is only a system for bulk transportation also exist. One of my favorite things to do when attending trade development conferences is to ask shippers, manufacturers, forwarders and others what they know about the system, clear up any misconceptions and then provide them with information about how the system can help them achieve greater efficiency and economies of scale. Have you implemented a new business strategy you have found to be effective? If so, please describe. It is important to educate potential port users about the benefits of using the Great Lakes/St. Lawrence Seaway system. It’s also important to educate the community about the value and impact a successful seaport has upon the region. One way to educate is by reaching out to customers and providing examples of our capabilities. We have employed a social media strategy utilizing Facebook, Twitter, YouTube and LinkedIn which allows us to post pictures, videos and news articles of current port activity, our success stories at the Port of Toledo and elsewhere in the system. We have received positive feedback from the industry and from the community through these interactions. We have also received the AAPA Communications Award of Excellence for the development of our virtual seaport tour site, www.tourtheport.com. This site brings the geography and capabilities of the port to current and potential customers and to the community. The communications strategy has proven to be an excellent tool for promoting the modernization of the port, which includes new material handling equipment acquisitions, new rail and road projects and the addition of the new 180 acre Ironville dock. How are you doing things differently from what has been traditionally practiced in the system? The ability to handle a multitude of cargoes and transload between multiple modes of transportation is critical to the success of any Great Lakes port. Traditionally, the ability to focus on one or two primary cargoes serving one or two industries, or in some cases, individual businesses, was sufficient to justify the existence of a marine terminal. Today, with limited resources for dredging, aging port infrastructure, new developments in energy, better supply chain planning, mergers and consolidations, ever-shifting trade patterns and globalization in general, every port needs to show that there is return on the investment of the public and private resources necessary to remain operational. In Toledo, we have taken the necessary steps to ensure we can continue to deliver value to shippers and the community by playing a role in a growing and diverse array of supply chain operations. Our geography and robust on-dock rail network, warehousing and material handling capabilities, pipeline infrastructure and access to I-75 and I-80/90 allow for handling many cargoes that never see a vessel or barge. The strategy of simultaneously growing our marine business along with businesses relying on our other modal capabilities and options has proven to be successful in Toledo. Do you have some new ideas you are planning to put into practice in the next year? New operations at the Ironville dock in 2013 will be a huge shot in the arm for the Port of Toledo. This dock will provide additional bulk-material handling capabilities along with direct Norfolk Southern rail access. We have been in discussions with many interested parties regarding the commodities and development that will take place at this new 180-acre addition to the port. In addition to bulk-material handling, we are hoping to begin to participate more in the shipment and transloading of petroleum products and other liquid and gas products at this terminal and our other facilities. In light of changes in the system and internationally, what do you consider a key strategy industry stakeholders can undertake together to increase use of the Great Lakes/St. Lawrence Seaway system? The system needs to work together to shed the image of being antiquated and take on the responsibility of becoming the most modern inland waterway system in the world. We are already seeing signs of advancement, as the Seaway is employing new technology in the operation of the locks, ports are upgrading cranes and rail infrastructure and the Canadians are engaged in a major fleet renewal program bringing the most modern and efficient ships in the world into the system. One concern that weighs heavy on me is the aging U.S. fleet, with ships slowly being scrapped out and not replaced. Some of these vessels have been idle for years, as they are too expensive to operate unless certain thresholds of bulk cargo are available to justify coming out of long term lay-up. GREAT LAKES/SEAWAY REVIEW October-December, 2012 21 The greatest challenge impacting business development is changing people’s perception of the Seaway and “busting the myths” about the system that exist in the industry. 22 www.greatlakes-seawayreview.com The U.S. fleet is geared for bulk-material handling and has been reliable for moving coal, ore and stone for decades. As coal shipments are reduced by cheap natural gas, new technology is introduced into steelmaking and companies are more averse to entering into long-term vessel contracts. I wonder if the U.S. fleet is prepared and flexible enough to handle the commodities and cargoes of the future. If short sea shipping is a priority for the nation, we need vessels operating in the system that are modern, efficient and flexible enough to handle any type of cargo, including containerized products moving directly between U.S. ports. I am not sure if I will see such vessels and operations in my career unless the industry unites on this issue. In what areas is new technology impacting your company/organization, either positively or negatively? The technology and added efficiency introduced to the port operations through the acquisition of our two Liebherr mobile harbor cranes and Mantsinen Material Handler have positively impacted the port. The new equipment is faster and burns significantly less fuel than older equipment previously used at the dock. The savings generated by the new equipment can be passed along to the customer in many cases making the port more attractive for additional opportunities. Also, Midwest Terminals is introducing a new state-of-the-art inventory management system that will allow customers to view their inventories online and make strategic shipping decisions accordingly. Dean Haen Director Brown County Port and Solid Waste Department Green Bay, Wisconsin Briefly describe some of the greatest changes you see impacting business development in the Great Lakes/St. Lawrence Seaway system. We need to make a better connection with regional businesses that can benefit from waterborne transportation so they are informed about the options available to move products and materials. This includes showing how regional businesses can see a savings in costs, move goods faster and utilize a more sustainable method of transportation. From the Port of Green Bay’s point of view, many businesses may not know that waterborne transportation is a better way to connect to regional markets and America’s Heartland. Waterborne vessels can connect with an extensive network of highways and railroads resulting in increased efficiency in the delivery of raw goods to their intended destination. L E A D E R S H I P For more informatio n, visit our website at www.midwestenergy.com or call 715-392-9807 WHATEVER IT TAKES TO MEET YOUR COAL TRANSPORTATION REQUIREMENTS • Coal Sourcing • Rail Transportation • Dock Services • Blending • Trucking • Vessel Transportation GREAT LAKES/SEAWAY REVIEW October-December, 2012 23 area economy, a draw to new businesses and provides hundreds of local jobs. In light of changes in the system and internationally, what do you consider a key strategy industry stakeholders can undertake together to increase use of the Great Lakes/St. Lawrence Seaway system? Intermodal container capability. Having a container facility would open the port as a viable transportation option to countless new markets. We are fortunate that our County Executive sees the benefits of this and has formed an economic development committee through our Chamber of Commerce to investigate a possible rail intermodal facility near the port that could grow into a port intermodal facility. We are just at the beginning of this path, but it would definitely be another feather in our cap in terms of attracting new business to the area. In addition, we need to promote the benefits of waterborne transportation more directly. Businesses need to know that ports can provide businesses access to world and domestic markets using the lowest cost and most sustainable method of transportation available. We also need to promote that many ports operate a Foreign Trade Have you implemented a new business strategy you have found to be effective? If so, please describe. Our business strategy includes three areas: adding new revenue streams, researching the feasibility of an intermodal container facility and maintaining positive communication with the community. New revenue streams: Over the past 13 years, the port has become self-sufficient and accumulated a small amount of funds that we are now prepared to use to economically develop underutilized port properties. These properties will then generate additional funds to further advance our port plans. In addition, the port is researching product and project ideas that use clean dredged material. Not only would re-purposing dredge material help with shipping channel maintenance and storage, it would provide a cost-effective and sustainable resource for things like road projects or gardening and lawn products and provide a new revenue stream for the port. Intermodal container facility feasibility: Wisconsin manufacturers produce paper products, machinery, equipment and other valuable goods that move domestically and globally. In addition, in-bound raw materials are needed to produce the finished goods. A container facility would enhance these efforts. And with the port’s access to railroads and highways, establishing an intermodal container facility would open the port to new markets and offer a cost effective transportation solution to businesses. Ongoing communication: For many, the port used to be known for unsightly coal piles and a disruption to traffic when the bridge went up to let a ship pass. By implementing a multi-year campaign that focuses on positive news stories, speaking engagements, an advertising campaign and an education program for area schools, the community is more aware that the port is a partner in boosting the L E A D E R S H I P Having a container facility would open the port as a viable transportation option to countless new markets. The largest port on the coast of West Michigan Providing your Lake Michigan bulk storage needs 75 years of cargo and material handling experience (231) 722-6691 westmichiganportoperators.org • e-mail inquiries to info@wmpo.com Internationally Accessible Marine Freight Corridors FERRYSBURG | HOLLAND | MUSKEGON 24 www.greatlakes-seawayreview.com to 1980s and general erosion has resulted in the disappearance of the islands. But through this partnership and a $1.5 million grant from the EPA, construction has begun to protect and restore the islands. Once construction of a wave barrier is complete, the port will begin to rebuild the islands using clean dredged material taken from the Green Bay shipping channel to allow ships to enter the port. We anticipate it will take 2.3 million metric tons of material to restore the 1,225 acres of shallow water and wetland habitat and provide a storage solution for the next 30-50 years. In addition, the reconstruction of the islands will provide critical habitat for birds, fish and mammals. Collectively, the Wisconsin Commercial Ports Association is partnering with the Wisconsin Economic Development Corporation, Wisconsin Department of Transportation, Mid-America Freight Coalition, Wisconsin Coastal Management Program and others to create a visioning document for Wisconsin Great Lakes and River Ports. The document will identify current port assets and determine port infrastructure and policy needs to meet the transportation needs of Wisconsin for the next 20 years. In what areas is new technology impacting your company/organization, either positively or negatively? The Port of Green Bay is part of our area’s history. In fact, access to the waterways is a large reason as to why Green Bay is where it is today. In the past, the waterways brought in business, jobs and helped build communities and we continue on that path today. Connecting with the community is a huge piece of that. When people who live here understand that the impact of bringing in raw materials goes further than a ship’s destination, you start to see an investment from the community. The Port of Green Bay and its terminal operators are committed to making a connection with our community. We have seen great success in using traditional media like newspaper, magazines and television to tell our story, but it has been our recent interaction with social media, specifically Twitter, which we have found an entirely new way to interact with the commu

Maritime Editorial