AAPA Seaports Magazine – Enhancing Public Perceptions of

Transcripción

Winter 2008 - Vol. 15
Enhancing
Public Perceptions of
Seaports
“The Voice of the Industry”
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contents
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5
6
OUTBOUND
Ray Venturino, Publisher
VIEWPOINT
Kurt J. Nagle,
President and Chief Executive Officer
American Association of Port Authorities
Seaports deliver prosperity
Los puertos imparten prosperidad
8
22
INBOUND
Letters to the editor
VIEWPOINT
Geraldine Knatz, Ph.D.
Executive Director, Port of Los Angeles
and Chairman of the Board
and U.S. Delegation Chairman,
Actividades de enlace comunitario
más que juegos y diversión
32
34
38
10
VIEWPOINT
Ross Gaudreault
Québec Port Authority
and Canadian Delegation Chairman
Coming year exciting,
yet full of challenges
El año entrante excitante,
pero colmado de retos
12
VIEWPOINT
Orlando Forbes
Freeport Harbour Co.
and Caribbean Delegation Chairman
Environmental commitment
key for Bahamas, Caribbean
42
14
43
16
SPECIAL FEATURE
Awareness initiative aims
to raise public perceptions
44
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GUEST ARTICLE
Will Watson
Senior Americas Correspondent, Fairplay
GUEST ARTICLE
Carol A. Scott, APR, Fellow PRSA
Principal, Kailo Communications Studio LLC
48
AMERICAN ASSOCIATION OF PORT AUTHORITIES
1010 Duke St.
Alexandria, VA 22314-3589
Tel: (703) 684-5700
Fax: (703) 684-6321
E-Mail: [email protected]
Website: www.aapa-ports.org
Editorial Advisory Panel
Duane Sandul (Advisory Panel Chair),
Port of Redwood City
Judith Adams, Alabama State Port Authority
Rod Koon, Port of Tacoma
Jody Peacock, Ports of Indiana
Joe Menta, Philadelphia Regional Ports Authority
Jean Godwin, AAPA
Aaron Ellis, AAPA
Editorial Staff
Ray Venturino
Publisher
Paul Scott Abbott
Editor
Angie Wright
Spanish Translation
James Polo
Design & Artwork
Advertising Sales:
Ray Venturino, [email protected]
David Cantwell, [email protected]
Robert Sadowsky, [email protected]
GUEST ARTICLE
Ben Zingman, Ph.D.
President, Ben Zingman Communications and
Kendra Borja
President, Kendra Borja Communications
Walter Magaram, [email protected]
Internal audiences
must be engaged
Donalyn Croghan, [email protected]
GUEST ARTICLE
Beverly H. Fedorko
Director of External Affairs
New York Shipping Association Inc.
Ad campaign delivering
for New York area port
PORTS & POLITICS
MARAD seeking short-sea input
IMO OKs vessel emission changes
TWIC compliance phase-in starts
California box fee bill vetoed
Final right whale rule published
50
A A PA S E A P O R T S M A G A Z I N E
GUEST ARTICLE
Peter Tirschwell
Senior Adviser, The Journal of Commerce
Proper planning vital
to effective response
Iniciativa de concientización pretende
incrementar las percepciones públicas
{2}
GUEST ARTICLE
Julianne Tsapatsaris
Senior Vice President and
Amy Fox
Vice President, Edelman
Press, community relations
critical to successful ports
By working together,
Americas can flourish
Trabajando en conjunto,
las Américas pueden florecer
AWARDS REPORT
AAPA recognizes excellence
in facilities, communications
Ports face uphill climb
in gaining acceptance
Compromiso medioambiental
clave para Bahamas, Caribe
VIEWPOINT
Armando Duarte Peláez
Board Member, Port Authority of
Santa Marta, Colombia
and Latin American Delegation Chairman
AWARDS REPORT
Port of Los Angeles earns
top communications honor
Five steps promote
value of seaports
Ports can help navigate
significant year ahead
Los puertos pueden ayudar a navegar
el importante año que está por delante
SPECIAL FEATURE
Community outreach
more than fun, games
PORT PEOPLE
Review of recent port industry executive
staff promotions, appointments, changes
and announcements
Alli McEntyre, [email protected]
Cindy Cronin, [email protected]
Abbie Feibush, [email protected]
ON THE COVER: FIREWORKS LIGHT UP THE SKY
OVER THE PORT OF LOS ANGELES AS PART OF
ITS 100TH BIRTHDAY CELEBRATION IN 2007.
AAPA SEAPORTS MAGAZINE is published three times annually in
association with AAPA by SEAPORTS Publications Group,
Commonwealth Business Media, Inc., a port industry publishing,
advertising and information services specialist. Please address all
correspondence to SEAPORTS Publications Group, 3400 Lakeside
Dr., Ste. 515, Miramar, Florida 33027. Tel: (954) 628-0058 Fax: (954)
628-0085. E-Mail: [email protected]. For subscription
rates, advertising information and our online versions in English and
Spanish, please visit our online site at www.aapaseaports.com
Copyright 2008 SEAPORTS Publications Group, Commonwealth
Business Media, Inc. & AAPA. All rights reserved.
{OUTB OUN D }
A A PA S TA FF
ADMINISTRATION
Kurt J. Nagle, President & CEO
[email protected]
Jean Godwin, Executive Vice President & General Counsel
[email protected]
Teri Nagle, Finance/Human Resources Coordinator
[email protected]
D
ear Colleagues:
Throughout this issue, esteemed industry professionals give their
insights into public perceptions of seaports and take a look at what
some AAPA member ports are doing in their awareness initiatives.
From the feature story to its case studies and awards reports,
this winter issue is sure to give our entire global readership of
4,500 copies in print, as well as historical 4,000 online downloads,
a clear understanding of the true impact of seaports throughout
the hemisphere.
You can also expect that, through June 2009, this issue will have
significant bonus distribution at all AAPA events, Seatrade and TOC
Asia in March, and a suite of other international industry events.
Looking into 2009, the AAPA Seaports Magazine series will
continue its strong editorial component and targeted distribution.
Following the spring publication of the industry’s leading annual
resource, the 2009 AAPA Seaports of the Americas Directory, the
magazine will deliver focuses on topics of critical concern to
ports as follows:
• Surviving/Thriving in Tough Economic Times, in the summer issue,
publishing in June;
• Seaport Efficiencies through Technology and Innovation, in the
fall issue, publishing in September and being distributed at the
2009 AAPA convention; and
• Bolstering Supply Chain Security, in the winter issue, publishing
in December.
For a more detailed editorial schedule, please visit
www.aapaseaports.com/editorial.html
Thank you all for your ongoing support of AAPA Seaports Magazine,
Colleen O’Sullivan, Executive Assistant
[email protected]
GOVERNMENT RELATIONS
Susan Monteverde, Vice President of Government Relations
[email protected]
Dave Sanford, Director of Navigation Policy & Legislation
[email protected]
Meredith Martino, Manager of Government Relations
& Environmental Policy
[email protected]
Lois McKuhen, Administrative Assistant
[email protected]
OUTREACH & MEMBERSHIP SERVICES
Jean Godwin, Executive Vice President & General Counsel
[email protected]
Aaron Ellis, Director of Communications
[email protected]
Scott Brotemarkle, Director of Program
Development & Technology
[email protected]
Mary Beth Long, Senior Advisor
[email protected]
Edward L. O’Connell, Director of Membership Services
[email protected]
Jodi Gibson, Training & Programs Coordinator
[email protected]
Alicia Fuentes, Administrative Assistant &
Latin American Facilitator
[email protected]
Julian Palacio, Latin American Coordinator
[email protected]
Ray Venturino
Publisher
Seaports Publications Group
[email protected]
(973) 848-7207
{4}
RESEARCH AND INFORMATION SERVICES
Dr. Rexford B. Sherman, Director of Research &
Information Services
[email protected]
WINTER 2008-2009
{INBO UN D }
Positive perception
critical for seaports
Dear Editor:
With the recent political season behind us and the
upcoming change in administration, a positive public
perception is imperative for the success of America’s
seaports and the businesses that rely upon them. Having
a positive public perception is critical to receiving
support for capital improvements, like harbor deepening
or last-mile road projects. At the Georgia Ports Authority,
we have found that public education and outreach are
excellent tools to improve perception.
We all realize deepwater ports are major economic
engines and that ports promote growth and commerce in
virtually every industry, even in difficult economic times.
It is critical that we reach out to our local communities
and not just the people whose livelihoods are directly
associated with our industry.
I would urge all of my colleagues in the port industry
to look very closely at the importance of public support.
Reach out to your state and local business leaders and
make sure that they understand how important America’s
ports are.
LETTERS TO THE EDITOR
in the permitting process can result in community
buy-in and “ownership” of a favored project.
Public support can go a long way in garnering
political support. Open, transparent and inclusive
processes can also reduce the potential for, and impact of,
delays in projects caused by legal challenges. In this time
of uncertainty, coupling good economic news with
good environmental news is good business.
Robert S. Schuda
Partner
McKenna Long & Aldridge LLP
Los Angeles
[email protected]
Doug J. Marchand, PPM®
Executive Director
Georgia Ports Authority
Savannah, Ga.
[email protected]
Good news is crucial
in time of uncertainty
Dear Editor:
As an environmental lawyer, I believe that the
examples and successes published in the last issue of
AAPA Seaports Magazine [Ports Growing Greener,
Fall 2008] present effective ideas that all seaports can use
to enhance and improve their perception within their
communities. With the economy and the environment
being in the forefront of the issues debated in the recent
U.S. presidential election, the public should hear more
news like this from individual ports and from the
industry as a whole.
Community outreach, including public presentations,
Internet articles, media articles and “op-ed” pieces,
and public tours can help turn port projects from
potential public relations nightmares into public relations
successes. And the benefits of an effective community
outreach program are manifest. Early public involvement
A container dock with cranes twice as fast, 800,000 TEUs
potential capacity, and a highly modernized and efficient
gate operation. Forget gridlock. mobilecontainerterminal.us
{5}
from the desk of
Kurt J. Nagle
{VI EWPO I NT }
{6}
Seaports deliver prosperity
Los puertos imparten prosperidad
Seaports have served as a crucial economic lifeline by
bringing goods and services to people around the world
for hundreds of years. Seaports continue to be a critical link
and play a vital role in the global marketplace, but they
don’t always get credit for the significant contribution they
make to our society and economy.
Without seaports, our world would be a vastly different
place. But, unless you have a seaport in your backyard – and
sometimes even when
you do – you don’t fully
recognize the value
seaports bring.
AAPA’s mission as
the voice of the
seaport industry is
to advance the common interests of its
diverse members as
they connect their
communities with
the global transportation industry. In support of this
mission, AAPA has set out to significantly raise awareness
of the critical role seaports play in enhancing our
economy, the environment, national security and our
quality of life.
Each year, seaports throughout the Western Hemisphere
generate trillions of dollars of economic activity, support
the employment of millions of people and import and
export more than 4.5 billion tons of cargo. Seaports
deliver prosperity to millions of people throughout our
hemisphere, and it is time that the public recognizes this
significance and supports our mission.
“Seaports Deliver Prosperity” is the theme of the
initiative we have launched with the help of the
Washington office of Edelman, the world’s largest
independent public relations firm. This strategic awareness
program to educate and communicate the importance of
our industry will help us move the needle in our favor
Los puertos han fungido como una crucial cuerda de
salvamento económico, al llevar mercancías y servicios a la
gente de alrededor del mundo durante cientos de años.
Ellos continúan siendo un enlace crítico, y juegan un papel
vital en el mundo mercantil global; pero no siempre son
reconocidos por la contribución que hacen a nuestra
sociedad y economía.
Sin los puertos, nuestro mundo sería un lugar muy
diferente. Pero, al menos que tenga un puerto marítimo en su
misma puerta – y, a veces, aún teniéndolo – no se
reconoce el valor que estos aportan.
La misión de la AAPA, como la voz de la industria
portuaria, es hacer avanzar los intereses comunes de
sus diversos miembros, a la par que ellos conectan sus
comunidades
con la industria global de
t r a n s p o r t e.
En apoyo de
esta misión, la
AAPA se ha
propuesto
incrementar
considerablemente la conciencia pública acerca del crítico papel
que los puertos desempeñan en beneficio de nuestra
economía, el medioambiente, la seguridad nacional y nuestra
calidad de vida.
Cada año, los puertos a lo largo y ancho del Hemisferio
Occidental generan billones de dólares en actividad
económica, apoyan el empleo de millones de personas, e
importan y exportan más de 4,5 mil millones de toneladas
de carga. Los puertos imparten prosperidad a millones
de personas a lo largo de nuestro hemisferio; y ya es hora
de que el público reconozca esta importancia y apoye
nuestra misión.
“Los Puertos Imparten Prosperidad” es el tema de la
campaña que hemos lanzado con la ayuda de la oficina en
Washington de Edelman, la firma de relaciones públicas
más grande del mundo. Esta estratégica campaña de
concientización, para educar y comunicar la importancia de
nuestra industria, nos ayudará a mover la aguja a nuestro favor
y obtener el apoyo que necesitamos de alrededor del mundo.
Los puertos necesitan mejor cooperación de parte de las
comunidades a las que sirven, y de los formuladores de
WINTER 2008-2009
“…unless you have a seaport in your backyard – and sometimes even
when you do – you don’t fully recognize the value seaports bring.”
{V I EWPO I N T }
continued
“...al menos que tenga un puerto marítimo en su misma puerta –
y a veces aún teniéndolo— no se reconoce el valor que los puertos aportan.”
and get the support we need from around the globe.
Seaports need better cooperation from the communities
they serve and from the policymakers who provide
funding and votes for important seaport initiatives.
This initiative will enhance current efforts and make
this possible.
There are three components to the messaging portion
of the program:
• The theme, “Seaports Deliver Prosperity,”
• A positioning statement that provides a strong, emotive
overview of the purpose of the organization, and
• The pillar messages that focus on the economic
impact of seaports, security and the environment.
Further, these pillar messages are critical to shaping
the perceptions of AAPA’s target audiences.
As we enter Phase II of our campaign, we will begin
incorporating our strategic messages into all external
communications. This will include revamping AAPA’s
existing collateral materials and updating our brand by
including the theme on all printed materials.
In addition, as a part of a longer-term strategy, the
association will be supporting members’ local communications efforts by providing materials such as fact
sheets and press releases
that allow the individual
seaports to add their own
local information.
If we want to succeed in
getting support for our
industry locally and establish the policies we need
nationally and internationally, we must be aligned in
our message and approach.
By working together and
“singing from the same
sheet of music,” seaports
can successfully educate
policymakers and their
local communities about
the importance of this
industry and the valuable
role seaports play to the
economy.
política que proporcionan los fondos y los votos para
importantes iniciativas portuarias. Esta campaña realzará los
esfuerzos actuales y logrará que esto sea posible.
La porción del mensaje de la campaña consiste de tres
componentes:
• El tema, “Los Puertos Imparten Prosperidad”;
• Una declaración de posicionamiento que dé una emotiva
visión general del propósito de la organización; y
• Los mensajes que sirven de pilares para la campaña se
enfocan en el impacto económico de los puertos,
la seguridad y el medioambiente. Además, estos mensajes
pilares son críticos para dar forma a las percepciones
del público objetivo de la AAPA.
Según entramos en la Fase II de nuestra campaña,
empezaremos a incorporar nuestros mensajes estratégicos
en todas las comunicaciones externas. Esto incluirá la
modernización de los actuales materiales colaterales, y la
actualización de nuestra marca con la inclusión del tema en
todos los materiales impresos.
Además, como parte de una estrategia a más largo plazo, la
Asociación brindará apoyo a las comunicaciones locales de
sus miembros, proveyéndoles materiales tales como hojas
informativas y comunicados de prensa que permiten que
cada puerto agregue su propia información local.
Si queremos tener éxito en obtener apoyo para nuestra
industria a nivel local, y establecer las políticas que
necesitamos nacional e internacionalmente, debemos estar
alineados en nuestro mensaje y enfoque. Al trabajar juntos y
“cantar leyendo la misma
hoja de partitura”, los puertos pueden tener éxito en
educar a los formuladores de
política y a sus comunidades
locales sobre la importancia
de esta industria, y el valioso
papel que los puertos desempeñan en la economía.
A PORTION OF THE NEW AAPA ‘PORTS DELIVER PROSPERITY’ FACT SHEET
{7}
from the desk of
Geraldine Knatz, Ph.D.
Executive Director
Port of Los Angeles
and Chairman of the Board and
U.S. Delegation Chairman
{VI EWPO I NT }
{8}
Ports can help navigate
significant year ahead
Los puertos pueden ayudar a navegar
el importante año que está por delante
I am as honored to serve as the American Association
of Port Authorities’ chairman of the board and chair of
AAPA’s U.S. Delegation as I am excited about the
opportunities that we can pursue together in 2009.
I have been privileged to lead one of the most active
ports in the world in terms of facing challenges that other
seaports face now or will face in the future. To that end,
I am committed to ensuring that AAPA’s platform
supporting our port industry is central to many of the
critical discussions and considerations that will take place
in the important year ahead.
In Washington, as a new administration takes office next
year, AAPA must carry a strong message to new leadership
about the critical role our national system of ports plays in
“delivering prosperity” for the nation. Concurrently, a new
Congress will consider the next federal surface transportation funding bill. This legislative process provides AAPA
with a unique and timely opportunity to influence the way
funding for critical port-to-market trade corridors should
be approached by policymakers.
AAPA can make a strong case for why the U.S.
Department of Transportation’s approach to planning,
investment and project delivery based on individual modes
of freight movement – highway, rail, air and sea – no longer
works. A new federal bill should be the driver for reform,
and AAPA can help policymakers reorganize the current
program into a functional and seamless metropolitan,
national and international system. Simply put, we need a
new visionary federal transportation program based on
domestic needs and international realities.
Also, on the U.S. legislative front, I want to ensure
that we take a strong position and lobby policymakers
appropriately to ensure that the revenues collected through
the Harbor Maintenance Tax are directly returned to
seaports in the form of funding for port dredging projects.
Our new unified message – “Seaports Deliver
Prosperity” – is befitting to ports throughout all of our
Estoy tan honrada de desempeñar los cargos de presidenta
de la junta de la Asociación Americana de Autoridades
Portuarias y presidenta de la Delegación de EEUU de la
AAPA como estoy emocionada por las oportunidades que
podremos perseguir juntos en el 2009.
Yo he tenido el privilegio de dirigir uno de los puertos
de mayor actividad en el mundo – en términos de enfrentar
retos que otros puertos enfrentan ahora o que estarán
enfrentando en el futuro. A ese fin, estoy comprometida a
garantizar que la plataforma de la AAPA que brinda apoyo a
nuestra industria portuaria sirva de base fundamental
para muchas de las conversaciones y consideraciones
decisivas que tendrán lugar durante este importante año
que está por delante.
En Washington, al tiempo que una nueva administración
asume el poder el año que viene, la AAPA debe presentar
un firme mensaje al nuevo liderazgo acerca del papel
decisivo que nuestro sistema nacional de puertos desempeña
en cuanto a “impartir prosperidad” para la nación.
Concurrentemente, un nuevo Congreso estará considerando
el próximo proyecto de ley de financiación para el transporte
terrestre. Este proceso legislativo le da a la AAPA una
oportuna y excepcional oportunidad para influenciar el
modo en que la financiación para los críticos corredores
de puerto-a-mercado debe ser enfocada por los
formuladores de política.
La AAPA puede presentar sólidos argumentos a favor
de por qué el enfoque del Departamento de Transporte
de EEUU para la planificación, inversión y cumplimiento de
proyectos sobre la base de medios individuales de
movimiento de carga – carretera, ferrocarril, aire y mar – ya
no funciona. Un nuevo proyecto de ley federal debería ser
el gestor de reformas; y la AAPA puede ayudar a los
formuladores de política a reorganizar el programa actual
para convertirlo en un sistema metropolitano, nacional e
internacional, funcional y fluido. Dicho sencillamente,
necesitamos un nuevo programa federal de transporte con
visión, que se formule sobre la base de las necesidades
nacionales y las realidades internacionales.
También, en el frente legislativo de EEUU, quiero
asegurar que asumamos una posición firme y que
cabildeemos a los formuladores de política debidamente, a fin
de garantizar que los ingresos recaudados a través del Harbor
WINTER 2008-2009
“Our new unified message – ‘Seaports Deliver Prosperity’ –
is befitting to ports throughout all of our delegations.”
{V I EWPO I N T }
continued
“Nuestro nuevo y unificado mensaje – “Los Puertos Imparten Prosperidad” –
es apropiado para todos los puertos de nuestras delegaciones.”
delegations. It’s a theme that needs to resonate with
policymakers, international leaders and our local communities so our ports can speak with one powerful voice.
Let’s use that message to expand our membership,
including attracting more Latin American ports in order to
create a true strategic alliance at a time when free trade
agreements are pending with Panama and Columbia.
Now, more than ever, our strategic alliances must be
meaningful, similar to our alliance with the International
Association of Ports and Harbors.
In the year ahead, we will also reach across the Atlantic
to pursue an alliance with the European Seaports
Organization, or ESPO. The European port community
has been discussing the adoption of a numerical standard
for greenhouse gases, and I firmly believe that AAPA
should join that discussion. Similarly, we advocated for the
passage of MARPOL Annex VI, and it is now up to us to
make it work. Connecting AAPA with ESPO will,
unquestionably, enhance our ability to address these
important global issues.
AAPA is well-positioned to grow, advocate and take on
the challenges that lie ahead. It is now up to all of our
delegations, along with our strategic partners, to make the
most of our opportunities.
Maintenance Tax sean devueltos a los puertos directamente,
a través de financiación para proyectos de dragado.
Nuestro nuevo y unificado mensaje – “Los Puertos
Imparten Prosperidad” – es apropiado para todos los
puertos de nuestras delegaciones. Es un tema que necesita
resonar con los formuladores de política, los líderes
internacionales y nuestras comunidades locales, de modo que
nuestros puertos puedan expresarse con una voz potente.
Usemos ese mensaje para ampliar nuestra membrecía,
y atraer más puertos latinoamericanos para crear una
verdadera alianza estratégica en momentos en que tratados
de libre comercio están pendientes con Panamá y Colombia.
Ahora, más que nunca, nuestras alianzas estratégicas deben
ser significativas, parecidas a la alianza que tenemos con la
International Association of Ports and Harbors.
El año entrante también nos extenderemos hacia el otro
lado del Atlántico, en busca de una alianza con la
Organización Europea de Puertos Marítimos (ESPO).
La comunidad portuaria europea ha estado analizando la
adopción de un estándar numérico para los gases de
invernadero; y creo firmemente que la AAPA debería unirse
a esas conversaciones. De igual manera, abogamos por la
aprobación del Anexo VI de MARPOL, y ahora nos toca a
nosotros hacer que funcione. Conectar la AAPA con la
ESPO sin duda mejorará nuestra habilidad para abordar estos
importantes temas globales.
La AAPA está bien posicionada para crecer, abogar y
enfrentar los retos que se avecinan. Ahora depende de todas
nuestras delegaciones, junto con nuestros socios estratégicos,
extraer el mayor provecho de nuestras oportunidades.
DR. KNATZ ADDRESSES LOS ANGELES BOARD OF HARBOR COMMISSIONERS
{9}
from the desk of
Ross Gaudreault
Québec Port Authority
and Canadian Delegation Chairman
{VI EWPO I NT }
{10}
Coming year exciting,
yet full of challenges
El año entrante excitante,
pero colmado de retos
It is a great pleasure for me to serve the American
Association of Port Authorities as chairman of the
Canadian Delegation again this year. Once again,
I’m sure that the next 12 months will be filled with
challenges of all sorts, including a financial crisis and a
possible recession to face.
Port and marine transportation in Canada accounts for
100,000 jobs and $10 billion for the country’s economy.
Canada’s ports are well-integrated in the international
marine industry, affording safe harbors for any of the
50,000 ships sailing on the globe on a daily basis.
Seventeen Canadian port authorities account for 290
million tons of cargo annually, or more than 50 percent of
Canada’s marine trade. Most of them, with the exception
of the Port of Montréal and the Port of Metro Vancouver
(formerly the ports of Vancouver, Fraser River and
North Fraser), are small businesses with fewer than 100
employees and less than $25 million in annual revenues. In
my book, that means that a huge part of Canada’s marine
sector is under the management of some very dynamic and
local administrations but with limited financial capacities
when it comes to huge project financing.
In order to allow port authorities to fulfill their mission,
which is to serve Canada’s foreign trade, most of them will
need access to financial resource to continue their growth.
Thanks to the Canada Marine Act amendments approved
on June 5, major investment in ports will be qualified to be
considered within the federal government’s infrastructure
program.This amendment represents an important tool for
ports to compete in the long term. When put together
with the Gateways and Trade Corridors initiative, the
federal government is really helping out the Canadian port
system in creating the new capacity needed in the system.
A good thing, indeed.
Whether the challenges comes from the Asian business
which characterizes the Pacific region, or the transshipment of bulk and containerized cargo between the world
Es una gran satisfacción para mí servir a la Asociación
Americana de Autoridades Portuarias como presidente de la
Delegación Canadiense nuevamente este año. Una vez más,
estoy seguro de que los próximos doce meses estarán
colmados de retos de todo tipo, incluyendo hacer frente a
una crisis financiera y una posible recesión.
En Canadá, el transporte portuario y marino representa
100.000 empleos y $10 mil millones para la economía del
país. Los puertos de Canadá están bien integrados en la
industria marina internacional, brindando puertos seguros
para cualquiera de los 50.000 buques que navegan el globo
terráqueo diariamente.
Diecisiete autoridades portuarias canadienses son responsables por 290 millones de toneladas de carga anualmente, o
más del 50 por ciento del comercio marino de Canadá.
La mayoría de ellos, con la excepción del Puerto de Montreal
y el Puerto de Metro Vancouver (antiguamente los puertos
de Vancouver, Fraser River y North Fraser), son pequeñas
empresas con menos de 100 empleados y menos de
$25 millones en ingresos anuales. A mi entender, eso
significa que la dirección de una enorme parte del sector
marino de Canadá está a cargo de unas administraciones
locales de gran dinamismo; pero con posibilidades financieras
limitadas a la hora de financiar grandes proyectos.
Para permitir que las autoridades portuarias cumplan con
su misión, que es servir el comercio exterior de Canadá, casi
todos van a necesitar acceso a recursos financieros para
continuar su crecimiento. Gracias a las enmiendas a la Ley
Marina de Canadá, aprobadas el 5 de junio, inversiones de
gran envergadura en los puertos podrán ser consideradas
dentro del programa de infraestructura del gobierno federal.
Esta enmienda representa una importante herramienta para
que los puertos compitan a largo plazo. Cuando se une a la
iniciativa de Gateways and Trade Corridors, el gobierno
federal está realmente ayudando el sistema portuario
canadiense a crear la nueva capacidad que el sistema
necesita. Algo bueno en verdad.
Bien si los retos provienen del comercio con Asia, que
caracteriza la región del Pacífico, o de los trasbordos de carga
a granel o en contenedores entre el mundo y los Grandes
Lagos de la región de Quebec-Ontario, o del comercio
nacional e internacional que manejan los puertos en las
Provincias Atlánticas, los retos se van a hacer presentes en el
sistema portuario canadiense. Además, el comercio en cada
WINTER 2008-2009
“A thousand crystal balls would not be sufficient to predict exactly
what ports all over Canada are going to face over the next year...”
{V I EWPO I N T }
continued
“Mil bolas de cristal no bastarían para predecir con exactitud lo que los
puertos de todo Canadá van a enfrentar en el transcurso del próximo año...”
WHAT AWAITS THE CANADIAN PORT INDUSTRY IN 2009 IS STILL A MYSTERY, CONSIDERING THE TURMOIL THE WORLD ECONOMY IS FACING TODAY.
PHOTO COURTESY PORT DE QUÉBEC.
and the Great Lakes of the Quebec-Ontario region, or the
domestic and international trade handled by the ports in
the Atlantic Provinces, challenges will be present in the
Canadian port system. Plus trade in each of these areas of
Canada is intrinsically linked to commerce flowing
through U.S. ports of the same general region.
A thousand crystal balls would not be sufficient to
predict exactly what ports all over Canada are going to
face over the next year, especially in a period of
financial and economic turmoil. But it will definitely
be an exciting year.
una de estas áreas de Canadá esta intrínsicamente unido al
comercio que fluye a través de los puertos estadounidenses de
la misma región en general.
Mil bolas de cristal no bastarían para predecir con
exactitud lo que los puertos de todo Canadá van a enfrentar
en el transcurso del próximo año, especialmente en un
período de tumulto económico. Pero, definitivamente, será
un año excitante.
{11}
from the desk of
Orlando Forbes
Freeport Harbour Co.
and Caribbean Delegation Chairman
{VI EWPO I NT }
{12}
Environmental commitment
key for Bahamas, Caribbean
Compromiso medioambiental
clave para Bahamas, Caribe
The islands of the Bahamas and Caribbean lay
strategically in the West Atlantic shipping lanes,
spanning from north to south just to the east of the
Americas, thus connecting via sea North America and
South America.
Historically, these shipping lanes afforded maritime
institutions and business organizations significant
economic benefit through improved sea trade initiatives
and increased vessel traffic and cargo volumes.
The economic benefit contributes to a robust
economy. However, it simultaneously spurs serious
environmental management and protection concerns,
particularly as they encroach upon the safeguard of one
of earth’s largest coral reef geological structure.
With this as a backdrop, the Bahamas and many
Caribbean nations have joined the International
Maritime Organization in its commitment to safe,
economical sea transport and environmental protection
strategies. These strategies are regarded as systematic
frameworks for integrating environmental protection
management initiatives and regulations into the
activities, products, and services of respective nations.
They represent both a long- and short-term sustainable
development initiative designed to protect the
ecological and maritime aspects of a nation.
As committed members for the protection of the
marine environment, the Bahamas, in collaboration
with Caribbean neighbors, have served commendably
and continue to support various councils of the
International Maritime Organization. It continues to
encourage constructive cooperation with fellow
members with a view of implementing IMO resolutions and decisions, while at the same time maintaining
the highest maritime safety standards and protection of
the marine environment.
At seaports throughout the Bahamas and Caribbean,
though previously not viewed internationally as a cause for
Las islas de las Bahamas y el Caribe reposan estratégicamente
en las rutas de navegación del Atlántico Occidental, extendiéndose de norte a sur justo al este de las Américas, y conectando
así Norte y Sudamérica por vía marítima.
Históricamente, estas rutas de navegación les brindaban
importantes beneficios económicos a instituciones marítimas
y organizaciones empresariales, mediante mejores iniciativas
en el comercio marítimo y un aumento en el tráfico de
buques y volúmenes de carga.
El beneficio económico contribuye a una economía
robusta. Sin embargo, éste, a la misma vez, estimula
graves preocupaciones sobre la gestión y protección del
medioambiente, particularmente cuando invaden la
protección de una de las más grandes estructuras geológicas
de arrecifes de coral en la Tierra.
Con esto como trasfondo, las Bahamas y muchas naciones
caribeñas se han unido a la Organización Internacional
Marítima en su compromiso con un transporte marítimo
seguro y económico, así como estrategias de protección
medioambiental. Estas estrategias son consideradas como
marcos sistemáticos para la integración de iniciativas y
reglamentos relacionados con la gestión de la protección
ambiental en las actividades, productos y servicios de las
respectivas naciones. Ellas representan una iniciativa de
desarrollo sostenible tanto a largo como a corto plazo,
diseñada para proteger los aspectos ecológicos y marítimos
de una nación.
Como miembros comprometidos con la protección del
medioambiente marino, las Bahamas, en colaboración
con vecinos caribeños, han prestado un servicio encomiable
y continúan brindando apoyo a varios consejos de la
Organización Internacional Marítima. La OIM continúa
fomentando la cooperación constructiva con los otros
miembros, con miras a la puesta en práctica de resoluciones
y decisiones de la organización, a la vez que mantiene los más
altos estándares de seguridad marítima y protección del
medioambiente marino.
En puertos a lo largo de las Bahamas y el Caribe, aunque
antes no había sido visto internacionalmente como causa de
alarma, la protección medioambiental ha surgido como un
serio foco de inquietud. Estas inquietudes brotaron particularmente debido a los aspectos de mala administración de la
contaminación marina, la eliminación de desperdicios y
substancias peligrosas de modo incorrecto, la aparición de
WINTER 2008-2009
“At seaports throughout the Bahamas and Caribbean…
environmental protection has emerged as a serious focus of concern.”
{V I EWPO I N T }
continued
“En puertos a lo largo de las Bahamas y el Caribe... la protección
medioambiental ha surgido como un serio foco de inquietud.”
alarm, environmental protection has emerged as a serious
focus of concern. These concerns arose particularly due to
the mismanagement aspects of marine pollution, improper
disposal of waste and hazardous substances, emergence of
trans-Atlantic/Pacific invasive species through discharge
of ballast water and the apparent lack of (or lack of
enforcement of) regulatory controls.
The Bahamas and, by extension, the Caribbean,
realize that a critical component to rectifying these
dilemmas is to ensure that best management practices
especies invasoras desde el Atlántico y el Pacífico a través
de la descarga de agua de lastre y la aparente carencia de
(o carencia de hacer cumplir) los controles regulatorios.
Las Bahamas y, por extensión, el Caribe, reconocen que un
componente critico para la rectificación de estos dilemas es
garantizar que las mejores prácticas de gestión sean adoptadas,
y las adecuadas medidas de mitigación sean realizadas en toda
la región en cuanto a la administración o sistemas de
protección medioambiental. El apoyo regional ha sido
positivo en tanto que las Bahamas y la mayoría de las
naciones caribeñas han establecido, puesto en práctica y
AERIAL VIEW OF FREEPORT HARBOUR (BAHAMAS)
are adopted and appropriate mitigation measures are
implemented throughout the region relative to environmental protection management or systems. Regional
support has been positive as the Bahamas and most
Caribbean nations have either established, implemented
and maintain documented environmental protection
objectives and standard operating procedures or they are
engaged in a threefold discussion aimed at:
• Reviewing current national environmental
protection issues;
• Analyzing and making determinations of insignificant, routine and/or major environmental protection
concerns; and
• Providing documentation in a manner that facilitates
the review and establishment of appropriate environmental protection control measures and objectives.
The constraints faced by the Bahamas and Caribbean
in their efforts to protect and maintain these vulnerable
marine ecosystems are the same as those faced by every
other developing country. However, these regional
governments remain resolute in their commitment
to cooperation and coordination of multilateral agreements designed to ensure the safety and protection of
the marine environment.
mantienen objetivos de protección medioambiental y
procedimientos normalizados de trabajo documentados,
o se encuentran involucrados en una conversación de
triple enfoque:
• Revisar los actuales temas nacionales de protección
medioambiental;
• Analizar y tomar determinaciones acerca de inquietudes
insignificantes, rutinarias y/o importantes sobre la
protección ambiental; y
• Suministrar documentación de forma que facilite la
revisión y puesta en práctica de las medidas y objetivos
adecuados para el control de la protección ambiental.
Las restricciones que enfrentan las Bahamas y el Caribe en
sus esfuerzos para proteger y mantener estos vulnerables
ecosistemas marinos son las mismas que enfrentan todos los
otros países en vías de desarrollo. Sin embargo, estos
gobiernos regionales permanecen resueltos en su compromiso con la cooperación y coordinación de acuerdos
multilaterales diseñados para garantizar la seguridad y
protección del medioambiente marino.
{13}
from the desk of
Armando Duarte Peláez
Board Member
Port Authority of Santa Marta, Colombia
and Latin American Delegation Chairman
{VI EWPO I NT }
{14}
By working together,
Americas can flourish
Trabajando en conjunto,
las Américas pueden florecer
As the American Association of Port Authorities’
2008-2009 Latin American Delegation chairman, I aspire
not only to work for the growth of our delegation and
the efficiency of our ports, but, mainly, to motivate the
integration between us in the Americas, learning and
sharing ever more to be better people and to grow in our
brotherhood. My comments are not only about today; they
come from past wisdom and will apply to the future,
hopefully a very near future.
We can see that God really did bless the Americas.
According to theory, when the continents separated, the
earthly Paradise was supposedly somewhere in the vast
Africa. I believe that Paradise is really in America, and this
is evidenced by its goodness of climate, enormous amounts
of water, abundant food from many fruits, vegetables,
grains, tubers, fish, poultry, meat from all types of animals,
and, in general, the tremendous variety and quantity of
food we enjoy in our continent.
This contrasts with the reality of other continents, with
fewer and fewer resources. What is their weakness is our
strength – and a great opportunity to improve and to learn.
So I call on us to reflect.
Just imagine if we in the Americas, from the North Pole
to the South Pole, could have the opportunity, the intelligence and the greatness of forming a larger community, a
solid economic bloc, a real union to support and develop
sustainability, a brotherhood that could take down borders
and unite around what is good for all, where we could
learn to respect cultural and ideological differences.
Europe, against all predictions, was able to form the
European Union, despite all types of differences, but they
are competing with our disorganized Americas that are
trying to compete on their own or in small groups, while
Europe has formed alliances with the Asian giant.
Why not try to see how we can work together in order
to become a world power in food and potable water, our
greatest strength, to become a force in our own right?
Como presidente de la Delegación Latinoamericana
de la Asociación Americana de Autoridades Portuarias para
el 2008-2009, aspiro no solamente a trabajar por el
crecimiento de nuestra Delegación y la eficiencia de
nuestros puertos, sino principalmente a motivar la
integración entre nosotros en las Américas, compartiendo
cada vez más el conocimiento, para mejorar nuestro ser y
desarrollar una gran hermandad. Mis palabras no son de
hoy; vienen de la sabiduría de hace muchos siglos y son
para dentro de algunos años, ojalá pocos.
Podemos ver que Dios realmente bendijo las Américas.
De acuerdo a la teoría de la separación de los continentes,
se decía que el paraíso terrenal estaba en algún lugar de esa
gran África. Yo creo que el paraíso realmente está en
América, como lo muestran las bondades de climas, agua en
inmensas cantidades, comida abundante proveniente de
todo tipo de frutas, legumbres, cereales, granos, tubérculos,
peces, aves, carnes de todos los animales y, en general, la
gran variedad y cantidad de comida de que disfrutamos en
nuestro continente.
Resalta esto con la realidad de otros continentes, con cada
vez menos y menos recursos. Lo que es su debilidad, es
nuestra fortaleza – y una estupenda oportunidad para
mejorar y crecer; por lo que hago un llamado a la reflexión.
Imagínense ustedes si nosotros en las Américas, desde el
Polo Norte al Polo Sur, pudiésemos tener la oportunidad, la
inteligencia y la grandeza de formar una gran comunidad,
un sólido bloque económico, una unión real para apoyarnos
y desarrollarnos sosteniblemente, una hermandad que
derrumbara fronteras, que se uniera en torno a lo que es
bueno para todos, donde aprendiéramos a respetar las
diferencias culturales e ideológicas.
Los europeos, contra todo pronóstico, fueron capaces de
formar la Unión Europea, a pesar de todo tipo de diferencias;
pero compiten con nuestras desorganizadas Américas, donde
cada cual anda tratando de competir por su lado o en
pequeños grupos, mientras los europeos han formado
alianzas con el gigante asiático.
¿Por qué no tratar de ver cómo podemos trabajar juntos, a
fin de convertirnos en una potencia mundial tanto
alimenticia como en agua potable, nuestra mayor fortaleza,
para convertirnos en una fuerza por derecho propio?
Unámonos en los aspectos comunes. Identifiquemos las
oportunidades y hagamos dinero juntos. Invirtamos nuestras
WINTER 2008-2009
“Let’s invest our energy and resources developing and forming a united
economic and food front that will allow us to compete with anyone.”
{V I EWPO I N T }
continued
“Invirtamos nuestras energías y recursos desarrollándonos, y conformando un
frente económico y alimentario que nos permita competir con cualquiera.”
SEVERAL MEMBERS OF AAPA’S LATIN AMERICAN DELEGATION GATHER DURING THE ASSOCIATION’S 2008 ANNUAL CONVENTION IN ANCHORAGE, ALASKA.
Let’s work together on the common aspects. Let’s
identify the opportunities and make money together.
Let’s invest our energy and resources developing and
forming a united economic and food front that will allow
us to compete with anyone.
We have excellent low-cost labor that only requires
training and opportunities.Why not create alliances among
ourselves? Establish new factories and corporations in all
our Latin American countries, offering competitive labor
and helping to alleviate the economic and social situations
that so many times lead to conflicts. Investing in social
programs, helping the less fortunate, providing opportunities for work and education, preserving the environment
and the great wealth of natural resources we have in the
Americas. That is sustainability.
And it is the only viable future for our continent,
because we have to sow friendship and gratitude among
our neighbors who, someday, will be our best allies
and advocates.
We must become a single, united family. We can unite
and work together for a single purpose, like we do at
AAPA, where the various countries of the Americas
have been able to join together under excellent
leadership. I urge you, my colleagues, to work together
sowing this seed in our countries, as it is worth it.
God bless the Americas.
energías y recursos desarrollándonos, y conformando un
frente económico y alimentario que nos permita competir
con cualquiera.
Tenemos una excelente y económica mano de obra, que
sólo necesita tecnificación y oportunidades. ¿Por qué no crear
alianzas entre nosotros? Establecer nuevas fábricas y empresas
en todos nuestros países latinoamericanos, que generen
mano de obra competitiva y ayuden a aliviar la situación
económica y social que muchas veces conducen a conflictos.
Invertir en programas sociales, ayudar a los menos
favorecidos, brindarles oportunidades de trabajo y educación,
preservar el medioambiente y la inmensa riqueza de recursos
naturales que tenemos en las Américas. Eso es sostenibilidad.
Y es el único futuro viable para nuestro continente,
porque tenemos que sembrar amistad y gratitud entre
nuestros vecinos, quienes algún día van a ser nuestros mejores
aliados y defensores.
Debemos volvernos una sola familia unida. Podemos
unirnos y trabajar juntos por un mismo propósito, como
hacemos en la AAPA, donde los diferentes países de América
hemos podido unirnos bajo un excelente liderazgo.
Les insto, mis colegas, a que trabajemos juntos sembrando
esta semilla en nuestros países, ya que vale la pena. Dios
bendiga las Américas.
{15}
2007-2008 AAPA CHAIRMAN OF THE BOARD KEN O’HOLLAREN SPEAKING
AT AAPA’S 2008 ANNUAL CONVENTION IN ANCHORAGE, ALASKA.
SPECIAL
FEATURE
Awareness initiative aims
to raise public perceptions
By Paul Scott Abbott
Editor
AAPA Seaports Magazine
Officials of port authorities have long known the vital nature of
their facilities, but successfully communicating this message of
importance has not always been an easy task.
Through a strategic awareness initiative formalized in 2008, the
American Association of Port Authorities, with the assistance of the
world-leading public relations firm of Edelman, is now proactively
working with member ports in delivering the message of “Seaports
Deliver Prosperity.”
In his address as outgoing AAPA chairman at the association’s
September convention, Kenneth B. O’Hollaren, executive director
of the Port of Longview, Wash., cited enhanced awareness as a key
emphasis of AAPA.
“We have always known we have a great story to tell, but in these
days of many competing interests and sophisticated communications strategies, we recognize we need to sharpen our messages – so
that we can be more clearly heard by those in positions of policy
influence,” said O’Hollaren, one of 11 hemispheric port industry
officials in a cross-sectional working group that was integral in the
genesis of the awareness campaign.
“In that regard, and based on the results of a member survey
conducted last year, we have begun this effort in earnest by
associating the Edelman firm to assist in developing these messages
and outlining a strategy for implementation,” Mr. O’Hollaren
continued. “Ultimately, this program can only succeed if our
members take full advantage of the consultants’ work and deliver
these messages to those we seek to influence.
Iniciativa de concientización pretende
incrementar las percepciones públicas
Los funcionarios de autoridades portuarias conocen desde hace
mucho tiempo la vital naturaleza de sus instalaciones; pero comunicar
con éxito este mensaje de importancia no siempre ha resultado
tarea fácil.
Por medio de una estratégica iniciativa de concientización
formalizada en el 2008, la Asociación Americana de Autoridades
Portuarias, con la ayuda de Edelman, la más importante firma de
relaciones públicas en el mundo, está actualmente trabajando
proactivamente con puertos miembros para llevar el mensaje de
“Los Puertos Imparten Prosperidad.”
En su alocución como presidente saliente de la AAPA durante la
convención de septiembre, Kenneth B. O’Hollaren, director ejecutivo
del Puerto de Longview,Washington, citó mayor conciencia como un
énfasis clave de la AAPA.
“Siempre hemos sabido que tenemos una gran historia que contar,
pero en estos tiempos en que muchos intereses compiten entre sí, y
de sofisticadas estrategias de comunicaciones, reconocemos que necesitamos perfeccionar nuestros mensajes – de modo que podamos ser
oídos con mayor claridad por aquellos en posición de influir sobre las
políticas,” dijo O’Hollaren, uno de once funcionarios de la industria
portuaria hemisférica, durante un grupo de trabajo transversal que fue
parte integrante en el génesis de la campaña de concientización.
“En ese sentido, y sobre la base de los resultados de una encuesta de
los miembros que se realizara el año pasado, hemos dado inicio en
serio a este esfuerzo asociándonos con la firma Edelman, para que nos
ayuden a formular estos mensajes y elaborar una estrategia general
para ponerla en práctica,” continuó el Sr. O’Hollaren. “En última
instancia, este programa sólo puede tener éxito si nuestros miembros
{17}
“We are, at the end of the day, our own best advocates,”
Mr. O’Hollaren added.“We’ll just be armed with some better tools
to do the job.”
Not surprisingly, efforts to enhance public perceptions of
seaports were a hot topic throughout AAPA’s 97th annual
convention, held Sept. 21-25 in Anchorage, Alaska.
Capt. Gordon Houston, president and chief executive officer of
Port Metro Vancouver, a recent amalgamation of three British
Columbia port authorities, told attendees of the Anchorage
convention, in a session on goods movement challenges, that
it is imperative that ports “prove to the public that you’re worth
being there.”
“Community acceptance is absolutely the biggest issue that we
face,” Capt. Houston said, citing the example of the relocation of
the port of Sydney, Australia, because of public disdain. “Unless the
port behaves in a socially responsible way,
you will be gone.”
William J. Sheffield, a former Alaska
governor who serves as port director at
the Port of Anchorage, cited free
summertime port tours as a means
through which his Alaska port conveys
its significance to constituents.
“I think that, when people go to the
grocery store, they don’t have a clue
why the fresh produce is there, or why there are things on the
Wal-Mart shelves,” he said.
A.J. “Pete” Reixach Jr., executive port director and chief
executive officer of Port Freeport, Texas, and a member of the
awareness initiative working group, introduced a convention session
on innovative approaches to port challenges by saying, “Yesterday,
communications meant an occasional press release. Today, ports
must reach out to many publics, including voting constituents,
customers, legislators and many others.”
The awareness initiative working group has led the campaign
from concept to implementation. The effort’s roots may be traced
to discussions at the AAPA Freight Summit in June 2007, advanced
following a survey of members conducted at the association’s
October 2007 convention in Norfolk,Va.
According to working group member Rod Koon, longtime
director of communications at the Port of Tacoma, Wash., many of
the key issues addressed by ports – with the recent addition of
security – are similar to those when he first became involved with
the AAPA Public Relations Committee in the mid-1980s.
However, he said, “What’s in our toolkits has changed. The mix of
how we tell that story might be drastically different than it was
20 years ago.”
{18}
aprovechan a cabalidad el trabajo de los asesores y llevan estos
mensajes a aquellos que queremos influir.
“Somos, a final de cuentas, nuestros mejores promotores,”
agregó el Sr. O’Hollaren. “Sólo que estaremos armados con mejores
herramientas para hacer el trabajo.”
No es de sorprender que los esfuerzos para realzar la percepción
pública de los puertos fuera un tema candente durante la 97.a
convención anual de la AAPA, celebrada entre el 21 y el 25 de
septiembre en Anchorage, Alaska.
El Capitán Gordon Houston, presidente y jefe ejecutivo de Puerto
Metro Vancouver, una reciente fusión de tres autoridades portuarias de
la Columbia Británica, le dijo a los asistentes de la convención en
Anchorage, durante una sesión sobre los retos del movimiento de
mercancías, que es imperativo que los puertos “le demuestren al
publico que el valor que aportan los hace merecedores de estar allí.”
“La aceptación por parte de la comunidad es, absolutamente, el
principal tema que confrontamos,” dijo el Capitán Houston, citando
el ejemplo de la relocalización del puerto de Sydney, Australia, debido
al desdén público. “A menos que el puerto se comporte de una
manera socialmente responsable, dejará de existir.”
William J. Sheffield, un antiguo gobernador de Alaska que
funge como director de puerto en el Puerto de Anchorage, citó
recorridos gratis por el puerto
durante el verano como uno de los
modos a través del cual transmite al
público la significancia del puerto.
“Yo creo que, cuando la gente va
al mercado, no tiene la menor idea
de por qué los productos agrícolas
están allí, o por qué hay cosas en los anaqueles de Wal-Mart,” dijo.
A.J. “Pete” Reixach júnior, jefe ejecutivo y director ejecutivo
del Puerto de Freeport, Texas, y miembro del grupo de trabajo de la
iniciativa de concientización, durante la reunión introdujo una
sesión sobre enfoques innovadores para los retos que enfrentan los
puertos, diciendo: “Ayer, comunicaciones significaba un comunicado
de prensa de vez en cuando. Hoy, los puertos tienen que llegar a
muchos públicos, los electores que votan, los clientes, los legisladores
y muchos otros.”
El grupo de trabajo de la iniciativa de concientización ha dirigido
la campaña desde su conceptualización hasta su realización. El origen
de este empeño data de conversaciones sostenidas durante la Cumbre
de Transporte de la AAPA, en junio del 2007, e impulsado a raíz de
una encuesta de los miembros realizada durante la convención de
octubre del 2007, en Norfolk,Virginia.
De acuerdo con Rod Koon, miembro del grupo de trabajo y
durante mucho tiempo director de comunicaciones del Puerto de
Tacoma, Washington, muchos de los temas clave tratados por los
puertos – con la reciente adición de seguridad— son similares a los de
cuando él primero se involucró con el Comité de Relaciones
Publicas de la AAPA, a mediados de la década de los 80. Sin embargo,
dijo: “Lo que hay en nuestra caja de herramientas ha cambiado.
La mezcla de cómo contamos esa historia puede ser radicalmente
diferente a como era hace 20 años.”
Hace dos décadas, los sitios Web, los correos electrónicos, el flujo
contínuo de la Web, SurveyMonkey.com y otros tales adelantos
tecnológicos sencillamente no existían, destacó el Sr. Koon.
WINTER 2008-2009
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Two decades ago, Web sites, e-mails, Web streaming,
SurveyMonkey.com and other such technological advances simply
did not exist, Mr. Koon noted.
“As a port, we’ve got to educate people on the value of trade and
seeing the positive impact ports have on their community and their
lives,” he said. “Equally important, it’s not just us telling people stuff
but, in fact, having a dialogue.”
Often, the approach involves a melding of old and new methodologies. For example, the Port of Tacoma continues to rely on
meetings in local communities, but port officials are finding that
e-mail blasts – not newspaper ads – are the most effective avenue
for attracting citizens to the workshop sessions.
Of course, long before the establishment of the current strategic
awareness campaign, the AAPA Public Relations Committee
“Como puerto, tenemos que educar a la gente sobre el valor del
intercambio comercial, y ver el impacto positivo que los puertos
tienen en sus comunidades y en sus vidas,” dijo él. “De igual
importancia es no sólo decirle cosas a la gente, sino, de hecho,
sostener un diálogo.”
A menudo, el enfoque consiste en unir viejas y nuevas metodologías.
Por ejemplo, el Puerto de Tacoma sigue dependiendo de reuniones en
las comunidades locales; pero los funcionarios portuarios están
hallando que envíos masivos de correos electrónicos – no anuncios en
los periódicos – constituyen la avenida más efectiva para atraer a los
habitantes a las sesiones de talleres de trabajo.
Desde luego, mucho antes de la creación de la actual campaña
estratégica de concientización, el Comité de Relaciones Públicas de la
AAPA durante décadas había colocado los esfuerzos de comunicaciones en el centro de sus prioridades.
Robert C. Morris, miembro del grupo de trabajo de la iniciativa de
concientización y miembro del Comité de Relaciones Públicas de la
“As a port, we’ve got to educate people on the value of trade and seeing
the positive impact ports have on their community and their lives.”
“Como puerto, tenemos que educar a la gente sobre el valor del intercambio comercial,
y ver el impacto positivo que los puertos tienen en sus comunidades y en sus vidas.”
Rod Koon, Port of Tacoma
has had communications efforts in a front-and-center position
for decades.
Robert C. Morris, an awareness initiative working group
member and AAPA PR Committee member who serves the
Georgia Ports Authority as director of external affairs, noted
the importance of the committee’s role.
“Under the excellent stewardship of Aaron Ellis, AAPA’s director
of communications, the PR Committee is proactively addressing a
number of issues that are vital to our industry, including raising
the public’s awareness and appreciation of what seaports do for our
economy, security, environment and quality of life,” Mr. Morris said.
“Stay tuned as the PR Committee, in coordination with the
association and its member ports, continues to enhance the image
of seaports everywhere!”
Whether reaching out to the Rotary Club in a neighboring
community, to legislators in the state capital or to congressional
staff members in Washington, whether offering boat tours to
schoolchildren or sponsoring a citywide festival, seaports
throughout the Americas are assuming an increasingly proactive
role in letting their constituents know that they are indeed
delivering prosperity.
{20}
AAPA, que funge como director de relaciones exteriores para la
Autoridad Portuaria de Georgia, destacó la importancia del papel que
juega el comité.
“Con la excelente administración de Aaron Ellis, director de
comunicaciones de la AAPA, el Comité de Relaciones Públicas está
tratando proactivamente un número de asuntos que son vitales para
nuestra industria. Entre estos se cuentan incrementar la conciencia y
el entendimiento del público en cuanto a lo que los puertos
contribuyen a nuestra economía, la seguridad, el medioambiente y la
calidad de vida,” dijo el Sr. Morris. “¡Manténganse en sintonía
mientras que el Comité de Relaciones Públicas, en coordinación con
la Asociación y sus puertos miembros, continúa realzando la imagen
de los puertos en todas partes!”
Bien se intente llegar al Club Rotario de una comunidad vecina, a
legisladores en la capital estatal o a los miembros del personal del
Congreso en Washington, u ofreciendo recorridos en bote a niños de
escuela, o patrocinando un festival que abarque a toda la ciudad, los
puertos a lo largo de las Américas están asumiendo un papel cada vez
más proactivo en dejarles saber al público que, efectivamente, ellos
están impartiendo prosperidad.
WINTER 2008-2009
A HUGE FIREWORKS DISPLAY ON DEC. 9, 2007, PROVIDES A MEMORABLE FINALE
FOR THE PORT OF LOS ANGELES' CENTENNIAL CELEBRATION OUTREACH EVENT.
SPECIAL
FEATURE
Community outreach
more than fun, games
Editor
While community outreach efforts of seaports often feature
fun and games, what is at stake is a public awareness that is far more
broad-reaching, extending to ensuring the very existence of
port operations.
Awareness on Capitol Hill is essential to the securing of
federal funding for programs that allow seaports to continue to
operate smoothly, and, on a local basis, understanding of ports is
equally critical.
One significant example from 2008 Election Day may be found
in San Diego County, where the very future of the Port of San
Diego rested in the hands of voters through a Nov. 4 referendum
on Proposition B – an initiative seeking nonmaritime waterfront
development that would threaten the viability of the port’s busy
Tenth Avenue Marine Terminal cargo facility.
As legal attempts to keep the so-called Port of San Diego Marine
Freight Preservation and Bayfront Redevelopment Initiative off the
ballot failed, efforts continued in hopes of dispelling erroneous
information and saving the working port.
In Northern California, the Nov. 4 ballot saw the Port of
Redwood City under similar pressure, as Measure W sought to
require a two-thirds public vote to allow any future development
of Redwood City land considered open space – a move that would
severely constrain the port by divesting it of its land-use powers.
The measure loomed to jeopardize not only ongoing port
operations, but also critical public improvements, such as levee
repair and construction of a new ferry terminal.
As the case with the San Diego initiative, port officials in
Redwood City found themselves legally limited as to what they
Actividades de enlace comunitario
más que juegos y diversión
Mientras que las actividades de enlace comunitario a menudo
destacan juegos y diversión, lo que está en juego es una conciencia
pública que va mucho más allá, extendiéndose para garantizar la
existencia misma de las operaciones portuarias.
De igual importancia crítica son tanto el reconocimiento en
Capitol Hill para poder asegurar los fondos para programas que
permiten a los puertos continuar operando sin incidentes, como, a
nivel local, la comprensión de los puertos.
Un importante ejemplo extraído del día de las elecciones del 2008
se puede hallar en el Condado San Diego, donde el futuro del Puerto
de San Diego descansaba en manos de los votantes a través de un
referendo sobre la Proposición B, que se celebrara el 4 de noviembre.
La Proposición B era una iniciativa que buscaba apoyo para una
urbanización frente al mar, ajena a la industria marítima, que pondría
en riesgo la viabilidad de la instalación de carga conocida como la
Tenth Avenue Marine Terminal, de gran actividad.
Con el fallido intento legal de excluir de la boleta la llamada
iniciativa para la conservación del transporte marítimo del puerto de
San Diego y la reurbanización de la propiedad frente al mar, los
esfuerzos continuaron con la esperanza de disipar información errónea
y salvar el puerto activo.
En el norte de California, la boleta del 4 de noviembre halló al
Puerto de la Ciudad de Redwood con una presión parecida. La
Medida W aspiraba a exigir un voto popular de dos terceras partes antes
de permitir ningún desarrollo futuro en terrenos de la Ciudad de
Redwood que fueran considerados espacios abiertos – algo que le
impondría al puerto serias restricciones, al despojarlo de sus poderes
relacionados con el aprovechamiento de tierras. La medida amenazaba
con poner en peligro no sólo las operaciones portuarias en curso, sino
también criticas mejoras públicas, tales como reparaciones de diques y
{23}
SAN DIEGO'S LOCAL CONGRESSIONAL DELEGATION HOLDS A PRESS CONFERENCE AT THE PORT OF SAN DIEGO'S TENTH AVENUE MARINE TERMINAL ON OCT. 29 TO URGE VOTERS
TO VOTE “NO” ON PROPOSITION B TO PROTECT THE LOCAL MARITIME INDUSTRY. THE MEASURE WAS OVERWHELMINGLY DEFEATED ON NOV. 4.
could do to specifically fight the measure. An accurate message
nonetheless got out, and, as it turned out, both the San Diego and
Redwood City measures were soundly defeated. Both ports credit
their extensive public outreach and communications efforts for the
favorable outcome.
Port officials in Vancouver,Wash., are well familiar with what can
happen when misinformation sways voters. In August 2007,
voters rejected by a 7-to-3 margin a referendum that would have
facilitated the port industrial development district’s acquisition of
property critical to port growth. Much of the port district
electorate had been under the misimpression that approval of the
measure would have meant a doubling of property taxes.
Following the vote, Port of Vancouver USA officials proved they
could successfully rebound as they initiated the education-focused
“Pay as We Grow” plan, which has allowed the port, using general
obligation bonds and port reserves, to secure 210 waterfront acres
that had been occupied by a now-closed aluminum smelting
facility. Port plans to obtain additional property have been deferred.
“We heard our constituents that they didn’t want any more levy,”
said Nelson Holmberg, communications manager at the Port of
Vancouver USA. “We recognize people must live within their
means, so there’s no reason we, as a port, shouldn’t live within our
means as well.”
Mr. Holmberg termed the Pay as We Grow program “a huge
success,” commenting, “We used to hear, ‘You’re out there to
increase our taxes and build an empire.’ Now, we’re hearing,
‘We understand what you’re doing, and go for it. You’re bringing
jobs and economic development in this difficult economy,
and thank you.’”
{24}
la construcción de una nueva terminal de transbordadores.
Tal como sucedió con la iniciativa de San Diego, los funcionarios
portuarios de la Ciudad de Redwood se hallaron limitados legalmente
en cuanto a lo que podrían hacer para luchar específicamente
contra la medida.
Los funcionarios portuarios en Vancouver, Washington, conocen
muy bien lo que puede suceder cuando la desinformación influye
sobre los votantes. En agosto del 2007, los votantes rechazaron por un
margen de 7 a 3 un referendo que hubiera facilitado la adquisición,
por parte del distrito de desarrollo industrial portuario, de propiedades
esenciales para el crecimiento del puerto. Gran parte del electorado
del distrito había estado bajo la impresión equivocada de que una
aprobación de la medida significaría una duplicación de los impuestos
sobre la propiedad.
Después del voto, los funcionarios del Puerto de Vancouver EUA
demostraron que podían rebotar exitosamente, y dieron inicio a un
plan educacional denominado “Pay as We Grow”, el cual le ha permitido al puerto, por medio de bonos de obligación general y de sus
propias reservas, adquirir 210 acres (85 ha) frente al mar, que habían
sido utilizados por una fábrica de fundición de aluminio ya cerrada.
Los planes del puerto de adquirir más propiedades han sido aplazados.
“Escuchamos a los electores cuando nos dijeron que no querían
más impuestos,” dijo Nelson Holmberg, gerente de comunicaciones
para el Puerto de Vancouver EUA. “Reconocemos que la gente
tiene que vivir dentro de sus límites; y no existe razón por la cual
nosotros, como puerto, no tengamos también que vivir dentro de
nuestros límites.”
El Sr. Holmberg describió el programa Pay as We Grow como “un
enorme éxito,” y comentó, “Solíamos oír, ‘Ustedes están ahí para
aumentarnos los impuestos y construir un imperio.” Ahora, lo que
oímos es, “”Entendemos lo que están haciendo, y los apoyamos. Están
creando empleos y desarrollo económico en esta difícil economía, y
se los agradecemos.’”
WINTER 2008-2009
Establishing productive dialogue with constituents and developing trusted relationships don’t happen overnight. They often
have their roots in community outreach programs that cultivate
a broad sense of goodwill.
“Contributing to the social and cultural wellbeing of the
community is an important element within the mandate of the
Halifax Port Authority and its stakeholders,” said Natalie Kenrick,
public affairs and communications specialist for the Halifax Port
Authority. “The authority's community investment program has
been a vehicle through which the authority, with input from
employees and stakeholders, has supported provincial initiatives
with a focus on arts and culture and the environment. In 2007, the
community investment program directed a total of $115,000 in
support to community projects including Clean Nova Scotia, the
Atlantic Film Festival’s alFresco filmFesto, Neptune Theatre’s March
Break camp for youth, the Children’s Fine Art Camp at Alderney
Landing and the Mission to Seafarers.”
In September, Kurt J. Nagle, president and chief executive officer
of the American Association of Port Authorities, was the keynote
speaker for the chairman’s breakfast at the two-day Port Days event
hosted by the Port of Halifax.
Mr. Nagle was also a presenter at the Port Authority of NewYork
and New Jersey’s Oct. 20 Port Industry Day business-to-business
event, a function that complements that port’s comprehensive
community-oriented outreach program.
Many port-sponsored community events are designed to appeal
Entablar un diálogo productivo con los votantes, y fomentar
relaciones cimentadas en la confianza mutua, no son cosas que suceden
de hoy para mañana. A menudo tienen sus raíces en actividades de
enlace comunitario que cultivan un amplio sentido de buena voluntad.
“Contribuir al bienestar social y cultural de la comunidad es un
elemento importante dentro del mandato de la Autoridad Portuaria
de Halifax y sus colaboradores,” dijo Natalie Kenrick, especialista en
relaciones públicas y comunicaciones para la Autoridad Portuaria de
Halifax. “El programa de inversión comunitaria de la Autoridad ha
sido un vehículo por medio del cual la Autoridad, con aportes de los
empleados y de los colaboradores, ha apoyado iniciativas provinciales
con un enfoque en las artes, la cultura y el medioambiente. En el 2007,
el programa de inversión comunitario consignó un total de $115.000
en apoyo para proyectos comunitarios, incluyendo: Clean Nova
Scotia; el alFresco filmFesto del Atlantic Film Festival; campamento
para jóvenes March Break, del Teatro Neptune; el Children’s Fine Art
Camp, en Alderney Landing; y la Mission to Seafarers.”
En septiembre, Kurt J. Nagle, presidente y jefe ejecutivo de la
Asociación Americana de Autoridades Portuarias, fue el orador
principal en el desayuno del presidente durante el evento de dos días
denominado Port Days, que fue auspiciado por el Puerto de Halifax.
El Sr. Nagle también fue presentador durante el evento de
empresa-a-empresa del Port Industry Day, de la Autoridad Portuaria
de Nueva York y Nueva Jersey, que se celebrara el 20 de octubre.
Esta función complementa el programa integral de enlace
comunitario de dicho puerto.
Muchos de los eventos comunitarios que el puerto patrocina
están diseñados para atraer a una amplia gama de público de
todas las edades.
Por ejemplo, el 4 de octubre el Puerto de Long Beach auspició
su Green Port Fest 2008, la cuarta edición anual de un festival comu-
MEMBERS OF CLEAN NOVA SCOTIA AND DEAN BOUCHARD, HALIFAX PORT AUTHORITY’S INFRASTRUCTURE DIRECTOR, OFFICIALLY LAUNCH THE PORT’S SHIP TO SHORE
PROGRAM. PHOTO BY STEVE FARMER, HFA
{25}
to a broad range of constituents of all ages.
For example, the Port of Long Beach hosted on Oct. 4
its Green Port Fest 2008, the fourth annual edition of a community festival that attracts several thousand local residents to
the port for free food and entertainment, including narrated
boat tours and unprecedented passenger train excursions through
a cargo terminal.
“Green Port Fest is the single largest public event we have at the
port,” said Heather Morris, director of communications and
community relations at the Port of Long Beach. “This year, we had
our highest attendance ever, with nearly 10,000 people.
“It’s a major effort,” Ms. Morris added, “but it pays off in a huge
way through the information we’re able to deliver and goodwill
we’re able to foster with our local community.”
From the sandcastle-building contests and dragon boat races at
the Long Beach Sea Festival to the open-air tram tours at Port
Manatee, Fla., from the exhibit at the North Carolina State Fair of
a working scale model of a North Carolina State Port Authority
crane to tall sailing ships docking for public tours at the Port of
Cleveland Fest, ports are delivering a friendly, informative message.
The Seaport Celebration at Terminal 6 of the Port of Portland,
Ore., features a pirate-themed band and allows attendees to walk
inside a cargo container, giving residents quite literally an inside
glimpse at the significance of their local port.
An advance article promoting the Seaport Celebration on
Portland-Oregon-Magazine.com points to the success of this and
other free events held by seaports in communicating key messages:
“From clothes to cars to computers, the kinds of things that you
and your family depend on every day
are delivered through the Port of
Portland’s marine terminals. Because
most of the activity happens behind the
scenes, the terminals have always been a
bit of a mystery – until now.”
nitario que atrae a varios miles de residentes locales hasta el puerto,
donde encuentran comida y entretenimiento gratis, incluyendo
recorridos narrados en bote y giras por una terminal de carga en un
tren de pasajeros – algo sin precedentes.
“El Green Port Fest es el evento público más grande que tenemos
en el puerto,” dijo Heather Morris, directora de comunicaciones y
relaciones comunitarias del Puerto de Long Beach. “Este año tuvimos
la mayor asistencia en nuestra historia: casi 10.000 personas.
“Es un gran esfuerzo,” agregó la Srta. Morris, “pero la recompensa
es enorme a través de la información que podemos repartir, y la buena
voluntad que podemos fomentar con nuestra comunidad local.”
Desde los concursos de construcción de castillos de arena y las
carreras de botes dragón en el Festival Marítimo de Long Beach, hasta
los recorridos en tranvías abiertos de Puerto Manatee, Florida; desde
la exhibición de un modelo de grúa a escala de la Autoridad Portuaria
del Estado de Carolina del Norte, en la Feria Estatal de Carolina del
Norte, hasta veleros altos que atracan para ofrecer paseos públicos
durante el Festival del Puerto de Cleveland, los puertos están
impartiendo un mensaje que resulta amistoso e informativo a la vez.
La celebración portuaria Seaport Celebration, en la Terminal 6 del
Puerto de Portland, Oregón, tiene una banda musical con temática de
piratería; y, además, permite que los asistentes entren a un contenedor
de carga, dándole a los residentes literalmente una visión de la
importancia de su puerto local.
Un artículo adelantado publicado en Portlando-OregonMagazine.com, que promociona el Seaport Celebration, apuntó
hacia el éxito de éste y otros eventos gratis en comunicar mensajes
clave: “Desde ropa hasta autos y computadoras, el tipo de cosas en
las que usted y su familia dependen diariamente llegan
a ustedes a través de las terminales marítimas del Puerto de
Portland. Dado que casi todas las actividades se desempeñan fuera
de la vista pública, las terminales siempre han resultado un tanto
misteriosas – hasta ahora.”
PORT OF PORTLAND’S 2008 SEAPORT CELEBRATION COMMUNITY EVENT
{26}
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CASE STUDY PORT METRO VANCOUVER
Stakeholders engaged in port amalgamation
Port Metro Vancouver’s amalgamation represents a unique
achievement in the dynamic world of shipping. On Jan. 1, 2008,
after nearly 150 years of existing separately, the Fraser River Port
Authority, North Fraser Port Authority and Vancouver Port
Authority combined to become the Vancouver Fraser Port
Authority, now known as Port Metro Vancouver. The amalgamation process included a comprehensive communication plan to
support the creation of the new organization.
In June 2006, the Canadian government invited the three ports
to examine the concept of port integration. The ports commissioned a report that revealed 79 percent stakeholder support and
identified several benefits to combining the authorities, such as
members not directly involved in the amalgamation process kept
port business running in the absence of their colleagues.
To address the sometimes-conflicting needs of stakeholders,
tenants, customers, elected officials and the general public, the
ports provided open and timely communication, offered opportunities for feedback and minimized user disruptions. Together
with local governments, the ports developed a municipal
engagement model to engage elected officials and serve as the
basis for a different relationship with the 16 communities that
host port operations.
Internally, the ports kept staff motivated with an incentive plan
and several all-staff team-building opportunities. A dedicated amal-
PORT METRO VANCOUVER PORT EXECUTIVE ALLEN DOMAAS (RETIRED) GIVES FRASER RIVER FAMILIARIZATION TOUR TO PORT STAFF PRIOR TO AMALGAMATION.
improved land-use planning and coordination, more effective gateway marketing, improved operational efficiencies, enhanced financial resources, greater influence and better opportunities for
employees, users and communities.
In early 2007, the ports formed the Amalgamation Transition
Committee that included board members and the chief executive
officer from each port and, in essence, acted as the board of directors for the amalgamation project.To commit project resources and
approve the final design of the new organization, this transition
committee appointed a steering committee comprising the chief
executive officers and executive committee members from each
organization. An amalgamation project manager led project planning and amalgamation team coordination.
Some 70 of 200 employees participated directly on 11 blended
functional teams that included representatives from each authority
working cooperatively toward the same amalgamation goals in a
rigorous effort to document commonalities, identify best practices
and recommend opportunities for the new port authority. Staff
{28}
gamation Web site incorporated an employees-only section that
featured regular progress updates, important announcements, key
messages from committees and functional teams, and regulatory
milestones. The new organizational design reflected a significant
effort to find a place for each employee.
In June 2007, Canada’s federal government issued a certificate of
intent to amalgamate the three ports that triggered a public comment period as part of the communications strategy to actively
engage stakeholders and seek their views on the proposed amalgamation. On Dec. 21, 2007, the Canadian government announced
the amalgamation of the three port authorities and issued a certificate of amalgamation, effective Jan. 1, 2008.
Port Metro Vancouver is now the fourth-largest tonnage port in
North America. But, more importantly, Port Metro Vancouver is
much better positioned to optimize the region for customers and
constituents, to provide reliable service for users, and to balance
economic, social and environmental responsibility for the benefit of
all Canadians.
CASE STUDY PORTS OF INDIANA
Logistics initiative makes big splash
As is the case with many ports, one of the biggest challenges
facing the Ports of Indiana is visibility. Indiana’s three-port system
handles thousands of trucks, railcars, barges and ships every year,
but, tucked away in the corners of the state, on Lake Michigan
and the Ohio River, the ports are out of sight and out of mind for
many Hoosiers.
To make a splash with government and business leaders
throughout the state, the Ports of Indiana launched a “logistics
initiative,” including an annual summit and business directory
focused on promoting the state’s vast transportation resources.
When the Ports of Indiana started exploring this concept, the
Logistics Directory appeared soon after, as a portable, yearlong
version of the successful one-day conference.
Both the summit and directory were designed to raise awareness
of Indiana’s thriving port system and tremendous transportation
resources while bringing together leaders from business,
government and academia to discuss how the state could
build upon the competitive advantages it enjoys as “The Crossroads
of America.”
By taking on an initiative much broader than the ports
themselves, the Ports of Indiana has been able to reach a much
bigger audience than would have been possible through
SAINT LAWRENCE SEAWAY DEVELOPMENT CORP. ADMINISTRATOR COLLISTER JOHNSON PRESENTS THE 2007 “PACESETTER” INTERNATIONAL SHIPPING AWARD TO PORTS OF
INDIANA CEO RICH COOPER AT THE INDIANA LOGISTICS SUMMIT.
idea was for the organization to get “a seat at the table” on freight
transportation issues in Indiana. But there wasn’t such a table.
So, the Ports of Indiana set out to build a table for discussion,
promotion and development of logistics.
Indiana stacks up well against other states within the transportation industry – first in number of Interstate highways, second in
pass-through truck tonnage, fourth in total freight railroads, sixth in
U.S. waterborne shipping and 13th in combined foreign and
domestic maritime shipments. Indiana also is home to the
median center of the U.S. population and the world’s secondlargest FedEx air hub.
“Our goal for this initiative was to position Indiana as a leader in
transportation, distribution and logistics,” said Rich Cooper, chief
executive officer for the Ports of Indiana. “We wanted to align our
state’s resources, build strong partnerships and address how this
sector can secure significant economic growth for Indiana’s future.”
The annual Indiana Logistics Summit was started as a
partnership with Purdue University in 2003, and the Indiana
traditional marketing focused solely on port facilities.
Impacts have been dramatic. Some of the nation’s top publicand private-sector officials have come to Indianapolis, where a
forum has been provided for logistics executives to speak with a
unified voice directly to government officials on the need for
policy changes. Universities have been aided in identifying and
meeting future workforce needs. Leaders have been called to action
to take advantage of economic opportunities.
“The summit and directory market our ports outside typical
industry circles,” Mr. Cooper said. “We are able to position
ourselves as experts in freight transportation, and not only does the
audience hear us talk, but most summit speakers also now mention
our ports when listing Indiana’s vast transportation resources.
By leading this initiative, we have changed the conversation about
freight transportation in Indiana from,‘I didn’t know we had ports,’
to, ‘How can we leverage our ports to grow business?’”
For more information, visit www.portsofindiana.com or
www.indianalogistics.com
{29}
CASE STUDY FREEPORT HARBOUR CO.
Public relations efforts buoy dredging project
As Freeport Harbour Co. officials pursued their channeldredging project, they recognized at the outset that good public
relations would be crucial.They resolved to be upfront with their
planned agenda by discussing it openly with primary audiences,
including all relevant stakeholders, environmental groups, civic
groups, port users, employees and government entities.
Originally, criticisms and apprehension were primarily
centered around three issues:
• The potential of underwater blasting to cause ecological
and environmental damage to surrounding settlements
and buildings;
• Growing fears that the excavation would provide fertile soil
water, the potential impact on the environment and so on.
Independent and municipal engineering experts dispelled
concerns by conducting and submitting seismographic analyses
and feasibility studies that projected minimal impact on the
environment.Thus, a combination of engineering ingenuity and
project management aptitude melded with the public relations
efforts in charting the course for eventual success.
The value received from the communications exercise with the
residents played a significant role in the scope of the project
being reduced. The public appeal contributed to the dredging
company reducing the seismographic impact of blasting to a
record low. Also, it was determined that the blasting exercises
FREEPORT HARBOUR DREDGING PROJECT UNDERWAY.
for large ocean swells capable of sweeping the landscape,
particularly during impending storms or hurricanes; and
• Regulatory requirements that necessitate a host of permits,
water-quality tests, proper handling and disposal of potentially
hazardous materials and projections about the long-term
impacts on the Freeport Harbour.
The dredging company utilized a combination of print, audio
and video communications to inform the general public and
other interest groups of the project’s impact and intent.
This advertising effort was complemented by several town
hall meetings, addressing concerns of local residents.
The town hall meetings proved particularly important, as they
provided the forum for the residents to share their concerns and
points of view on the overall project. Port officials were surprised
at how well-versed many of the residents were, as much of their
concerns focused on potential damage to the water table, the
impact of the blasting on their homes, the potential impact from
flooding caused by dredged material blocking the free flow of
{30}
would be conducted during the course of the work week,
during daylight hours. The dredging company was made responsible for notifying the public of times when a blast was to occur.
This communications effort began about six months prior
to the start of dredging and is being maintained as the project
continues. The effort’s total cost did not exceed $10,000
through the $30 million first phase of the dredging.
Matters of international competition and the potential for
increased domestic revenue generation contributed significantly
to acceptance and involvement on the part of the community
and municipal government.
By Freeport becoming the deepest port in the region, a
competitive advantage has been gained, as vessels with drafts of
as many as 50 feet can call at Freeport Container Port,
Grand Bahama Ship Yard and Freeport Harbour. The Bahamas
ship registry, currently third-largest in the world, is likely to
further benefit, while Freeport Harbour enhances its position as
a world-leading maritime hub.
CASE STUDY PORT AUTHORITY OF TRINIDAD AND TOBAGO
Strategies help boost inter-island fast ferry
Strategies involving media and general public have proven effective in the success of the Port Authority of Trinidad and Tobago’s
reintroduction of fast ferry service between the key seaports of the
twin-island southern Caribbean state.
Largely due to the failure of a similar effort in the mid-1990s,
officials of the state-owned port authority faced a challenge in putting the new service in place between the authority’s facilities at
Port of Spain in Trinidad and the Port of Scarborough in Tobago.
In about 1995, a private entity had introduced a fast ferry service on the same route and, because of the high incidence of seasickness, it became known colloquially as “TheVomit Comet.” Not
only did that service fail, but, the image of the Port Authority of
Trinidad and Tobago, despite cargo-handling improvements and
growth in container volume, suffered as a whole. Residents of
Trinidad and much-less-populous Tobago wound up with conventional passenger vessels – taking six hours each way – again being
the primary option for transit between the islands.
The earlier fast ferry attempt had failed so miserably that, when
port administrators eyed putting newer ship technology in place on
the route in 2002 to boost tourism, they recognized the need to
engage media and the public in a positive effort.
Port officials proceeded cautiously, recommending a charter
before any vessel purchase, and implementing several strategies,
including:
■ Initially, as a strategy for acceptance, establishing the ticket price
for the fast ferry as the same as that of the existing conventional
ferry service;
■ Holding a “Name the Fast Ferries” competition, soliciting
entries via media, with awards to winners featured in the daily
newspapers;
■ Inviting local print and broadcast media to witness commissioning and naming of the ferries and to tour the vessels, eliciting free,
mostly favorable coverage;
■ Promoting the ferry ride as an attractive alternative to flying, as
airports on both islands are outside the capital cities;
■ Targeting tourist traffic by selling the “day trip to Tobago experience,” as well as day trips for Tobago residents to come to Trinidad
for shopping – experiences that were not possible with the conventional ferry schedule and its slower transit times;
■ Running a series of newspaper ads featuring the attractiveness
and onboard ambiance of the fast ferries; and
■ Producing a promotional video that appeared on national television.
When the port authority, backed by government, introduced a
chartered high-speed catamaran on the inter-island route, trip time
was cut from six hours to fewer than three hours, incidence of
motion sickness was drastically reduced and there was an immediate increase in passenger travel.
The authority has gone on to purchase two catamarans, each
with a passenger capacity of 800 and carrying as many as 180 vehicles at speeds up to 40 knots. Other service improvements also have
been implemented, including the installation of purpose-built
access ramps at both ports and construction of a new Port of Spain
passenger terminal.
In 2007, the fast ferries carried a total of 875,765 passengers,
more than double the number of five years earlier, representing
gains in both domestic and international tourism.
Local media outlets and passengers alike have lauded the transformation, and the port authority’s image has been enhanced.
NEW INTER-ISLAND FAST FERRY SERVICE BETWEEN PORT OF SPAIN (TRINIDAD) AND PORT OF SCARBOROUGH (TOBAGO).
{31}
AWARDS
REPORT
Port of Los Angeles earns
top communications honor
Editor
The Port of Los Angeles, which in 2007 commemorated its
100-year anniversary with a broad spectrum of outreach efforts,
now has something additional to celebrate: Receipt of the American
Association of Port Authorities’ top communications award.
At a Sept. 24 luncheon at the AAPA convention in Anchorage,
Alaska, the Port of Los Angeles was honored with the 2008
Dan Maynard Communications Award for Overall Excellence.
The award was renamed after the late Daniel S. Maynard, former
communications director for the Port Authority of New York and
New Jersey, who died in May 2004 after a brief illness.
The honor is bestowed each year upon the port that receives
the most award points in the overall Communications Awards
competition. In 2008, the Port of Los Angeles received three
Awards of Excellence – in the categories of Special Events and
Miscellaneous Entries – and five Awards of Merit – in the
categories of Overall Campaign, Promotional Materials,Videos and
Miscellaneous Entries. The port also earned two Honorable
Mention honors – in the categories of Special Events and
Advertising Series.
In a Sept. 25 presentation at the Anchorage convention,
Arley M. Baker, director of public relations and legislative affairs at
the Port of Los Angeles, said the centennial provided a unique
opportunity for the port to create events that further connections
with the community, regional history, business trends, environmental responsibility and customers. The events, he said, documented
the port’s history and re-energized existing outreach platforms.
“Last year was the Port of Los Angeles’ 100th anniversary,
and that really provided the impetus for us to consumerize our
message and create a number of outreach initiatives to connect
with Southern California consumers in ways they could relate to,”
Mr. Baker said.
“I was born and raised in the city of Los Angeles,” he said.
“I grew up 40 miles from our port. I always knew there was
{32}
a port in the Los Angeles area, but I thought it was the
Port of Long Beach!
“Because our city is so removed from our waterfront, there is this
inherent physical disconnection between our port and millions of
residents in our city and throughout Southern California,”
Mr. Baker added.
He noted that many Angelinos associate the “unsavory L.A.
fixtures” of air pollution and roadway congestion with goods
movement and port operations, while failing to recognize the
vital role played by the port.
“People often think that show business and tourism are our
largest industries when, in fact, global trade and goods movement
provide the largest number of jobs in our region,” Mr. Baker said.
Among outreach efforts tied to the centennial were a rail
festival, historical tours of harbor district, an oral history project,
and, of course, a big birthday bash at a port passenger facility,
capped by a fireworks spectacular.
The centennial-inspired events joined an already impressive
roster of outreach efforts by the Port of Los Angeles. The port’s
annual Lobster Festival attracts weekend crowd of some 30,000,
while its Festival of Sail, held every three years, draws more than
200,000 over a three-day weekend
The port’s Times in Education programs reaches more than
100,000 schoolchildren with port curricula, while nearly 12,000
students enjoyed port boat tours in 2007
An employee speakers bureau reached a total audience of more
than 6,300 with 89 presentations in 2007.
Most recently, the Port of Los Angeles unveiled The
TransPORTer, a 53-foot-long experiential and educational
traveling port exhibit that goes to schools, community fairs and
major regional events.
Plus 2008 saw the Port of Los Angeles in the spotlight in the
“America’s Port” series on National Geographic Channel.
WINTER 2008-2009
FRESH LOOK
FAMILIAR FACES
To celebrate our 25th anniversary we are launching a fresh, new look.
Join us at Cruise Shipping Miami, the international conference and
exhibition serving the cruise industry, during this milestone year
and experience a show with new and exciting additions plus all the
familiar features and faces you expect each March.
CRUISE SHIPPING MIAMI
Home port of the cruise industry
MARCH 16-19, 2009
MIAMI BEACH CONVENTION CENTER
Reserve your exhibit space today
www.cruiseshippingmiami.com [email protected]
Cruise Shipping Miami supported by:
UBM International Media
212 Carnegie Center, Suite 203
Princeton, NJ 08540-6236 USA
SOUTH CAROLINA STATE PORTS AUTHORITY: GROUNDBREAKING FOR
NEW TERMINAL UNITES COMMUNITY
JACKSONVILLE PORT AUTHORITY: REBUILD OF BERTH 3 – TALLEYRAND MARINE TERMINAL
AWARDS
REPORT
AAPA recognizes excellence
in facilities, communications
By Aaron Ellis
Director of Communications
At its 97th annual convention in Anchorage, Alaska, the
American Association of Port Authorities presented awards to
successful entries in the association’s facilities engineering,
communications and environmental improvement programs.
While award-winning submissions for outstanding environmental efforts were detailed in the Fall 2008 issue of
AAPA Seaports Magazine [“Awards Report,” pages 34-39],
recipients of 2008 Awards of Excellence in the fields of facilities
engineering and communications are acknowledged below.
FACILITIES ENGINEERING AWARD
Jacksonville Port Authority
For the past six years, AAPA has recognized excellence,
innovation and performance by port engineering professionals
in its annual Facilities Engineering Awards program. Entries are
judged on engineering innovation, means of contracting, speed
of construction, budget success and other measures as appropriate. This year, the Jacksonville Port Authority, also known as
JAXPORT, was chosen the winner from among seven eligible
entries. While the judges stressed the professionalism
exemplified in all the entries, they said that demonstrated by
JAXPORT was especially exemplary.
Titled “Jacksonville Port Authority Rebuild of Berth 3 –
Talleyrand Marine Terminal,” JAXPORT’s entry noted that, in
2004, as a result of some large storms and the appearance of a
series of sinkholes in the pavement at its Talleyrand Marine
Terminal Berth 3, a significant safety risk threatened a client’s
automobile import operation. Working with its tenant and its
consultants, JAXPORT was able to completely rehabilitate
the berth while allowing the tenant to continue its
automobile-handling operations, avoiding complete demolition
of the 40-year-old structure.
Alternating ship ramp locations were key to the planning.
The solution maximized use of the existing structure, thus
reducing the project’s cost and minimizing disruption of daily
tenant operations. According to the port, “this project used
innovative design, careful consideration of construction
sequence, staff cooperation and the trust of a valued tenant”
to maximize success.
COMMUNICATIONS AWARDS
The 2008 Communications Awards competition attracted
156 entries from 33 ports in the United States and Canada. An
independent panel of Public Relations Society of America
judges scored 68 entries for various levels of recognition,
including 16 for Award of Excellence honors, the highest
recognition AAPA bestows in any given award classification.
To acknowledge the most outstanding performer in the
communications competition, AAPA annually honors the port
that earns the most award points with its Dan Maynard
Communications Award for Overall Excellence. The 2008
recipient of that award was the Port of Los Angeles, which
garnered three Awards of Excellence and five Awards of Merit,
plus two Honorable Mention honors. [See separate article on
page 30 of this issue.]
Following are brief summaries of each of the 16 Award of
Excellence winners’ submissions, listed in alphabetical order
by port authority.
{35}
Canaveral Port Authority
Video: “Welcome to Port Canaveral” – This is a silent film
featuring a pantomime using gestures and colorful video
footage to point out to passengers waiting in line to board their
cruise ship of the many wonderful things to do in and around
the port. The video shuns audio to avoid competing with cruise
line and public safety announcements over the public address
system. Judges cited the submission as being imaginative and
inspired, with one saying it was “a very creative solution
for a challenging setting!”
Georgia Ports Authority
Annual Report: “GPA’s Annual Report FY 2007: Gateway to
American Commerce” – This well-written and nicely illustrated
annual report was developed for and distributed to GPA’s
customers, staff, board of directors, local and federal legislative
officials and business and community leaders to highlight the
port authority’s achievements for fiscal 2007 and communicate
the importance of Georgia’s deepwater port facilities to these
important audiences.
Overall Campaign: “GPA’s Statewide Outreach Campaign” –
With the ultimate goal of converting previously unreached
Georgia constituencies into supporters and potential customers
into clients, GPA’s outreach campaign utilized the theme,
“Gateway to American Commerce.” It relied heavily upon
PowerPoint presentations and speeches to targeted community
groups, such as civic organizations, schools and associations,
emphasizing past and future port growth, market trends and
economic forecasts. One judge said, “I really feel [the port] took
the time for careful [audience] evaluation, when evaluation is
typically the ‘weak link’ in the awards [submissions].”
Ports of Indiana
Web Site: www.portsofindiana.com – The goal of Ports of
Indiana’s award-winning Web site is to serve as the primary
“portal,” or entry point, for the authority’s system of port
facilities, which are as many as two hours driving distance
from its headquarters in Indianapolis. The Web site, which
incorporates moving maps, masthead pictures and animation
features that change automatically or with every visit or refresh,
helps “bring together” the diverse and geographically distant
elements of the port.
Port of Long Beach
Miscellaneous Entry: “Port of Long Beach Brand Identity
System” – As a means to redefine the port authority to its
employees and surrounding community, the Port of Long Beach
needed a single, identifiable brand to convey a clear, consistent
{36}
and recognizable identity that reflects its core values.To that end,
it developed an image and identity system that supports the
organization’s mission, vision and strategic goals. The program
includes a new port logo, to express its promise of vibrancy and
leadership to the community, and new design standards to promote consistency in its public relations and marketing materials,
as well as to help create a more attractive harbor district.
Special Event: “Green Port Fest” – The port’s highly successful
“Green Port Fest 2007” gave residents of the Long Beach area a
close-up, hands-on view of port operations from top to bottom.
Held each October since adoption of its groundbreaking Green
Port Policy in 2005, the event has become a major part of the
port’s community outreach effort, showcasing its promise to
protect the environment. According to the port, Green Port
Fest 2007 also gave the public “a close look at port operations,
security measures, port railroad activity, community engagement
efforts and port-related careers.”
Overall Campaign: “Let’s Talk Port” – To redefine itself to
the local community and effectively communicate its core
values of economic development, environmental stewardship
and community engagement, the Port of Long Beach developed
its first-ever outreach campaign designed to engage local
residents in their own neighborhoods. “Let’s Talk Port” is a series
of community forums created to educate and inform local
stakeholders about the significance of Long Beach’s port
operations, providing the community with an informal way to
meet port authority officials and discuss seaport-related topics
that influence their community.
Port of Los Angeles
Miscellaneous Entry: “Port of Los Angeles – An Illustrated
History 1850-1945” – Published as part of the Port of
Los Angeles’ Centennial Celebration, this hardbound coffee
table book relies on succinct copy and 275 vintage images to
commemorate the port’s history as well as the city’s development from a pueblo to a major metropolis. Targeted to port
staff and the general public, particularly students and those
interested in maritime history, the book provides a proud
history of the port from its founding to the outbreak of
World War II. It celebrates and educates readers about the port’s
evolvement from a primitive mudflat and trading center for
furs and hides to a premier international trading hub.
Special Event: “Clean Future Fair” – This blue/green-colored,
kite-themed event was designed to carry the port’s “green
growth” and clean air goals to the general public, port
employees and members of the seaport industry. In a fun, family
format, the event exhibited various consumer and industry
programs. Special attractions for children asked them to pledge
WINTER 2008-2009
their own commitments to an improved environment.
Additionally, free boat tours with environmentally focused
narrations and 500 giveaway trees highlighted the event, which
featured exhibits ranging from new energy technologies to
alternative-fuel vehicles to a high-tech locomotive.
Special Event: “100th Birthday Party” – To culminate its
12-month centennial celebration, the port hosted a once-in-alifetime light, sound and fireworks show for the community at
the end of its festive 100th birthday party on Dec. 9, 2007.
Targeted to families in the community, the daytime portion of
the event was held at a new cruise ship luggage-handling
facility along the port’s main navigation channel, while the
fireworks were set off that evening from a barge in the main
channel. According to feedback from participants and visiting
media, the event was described as “the best show ever.”
Port of Portland
Miscellaneous Entry: “The Possibilities Guide” – Developed
as a corporate brand book, the port’s objective with this
printed brochure is to introduce the Port of Portland and its
competitive advantages to Oregon’s key influencers and business
leaders and the port’s current and prospective clients, while
conveying a sense of the port’s personality and core values.
The guide’s key messages include identifying the port’s premier
location and customer service, its leadership in handling
automobiles, sports apparel and wheat, and its spirit of cooperation. The guide also has a pocket to add customized or tailored
project overviews and a “Port Fast Facts” booklet.
Special Event: “Seaport Celebration” – This fun and colorful
family-oriented event was developed to help community
residents, port stakeholders and the owners and employees of
neighboring businesses gain a better understanding of the
Port of Portland’s importance to their everyday lives. The theme
was repeated throughout the daylong event, with displays and
activities to help participants appreciate that what they eat,
drink, wear or drive may come through the port. Judges were
particularly impressed with the detailed event research,
planning, promotion (including advertising and earned media)
and analysis of attendee feedback provided with the entry.
South Carolina State Ports Authority
Special Event: “Groundbreaking for New Terminal Unites
Community” – This groundbreaking event for the Charleston
port’s new 280-acre container terminal was held to bring
together stakeholders involved in the permitting process and to
spread the message that the port authority’s expansion is
moving forward, reinforcing its value statewide as an economic
engine, good neighbor and environmental steward.
Port of Stockton
Annual Report: “California’s Heartland Port” – Used primarily
as a marketing tool at trade shows, customer functions and
general port business gatherings, the Port of Stockton’s
2007 annual report is being used to illustrate the important role
the port plays in the economic development of California’s
Central Valley. The report helps the port showcase how it has
successfully balanced business development with responsibility to
protect the environment. The port received a 73 percent response
from the feedback form it provided to customers and tenants who
received the annual report. Judges said they were impressed, citing
the report’s layout, charts and photography as “beautifully done.”
Port of Vancouver USA
Miscellaneous Entry: “Happy Holidays from the Port of
Vancouver” – This animated electronic holiday greeting card
was developed for and distributed to port customers, clients,
tenants, business partners, elected and appointed government
officials, neighborhood associations and community contacts in
December 2007 with the goal of showing each of the port’s
“pride points” – river, road and rail connections; its new
mobile harbor crane; its productive longshore labor; and its
warehousing capabilities. The port retained and analyzed the
feedback it received from its holiday card distribution, noting
“feedback was overwhelmingly positive and fun.”
Virginia Port Authority
Periodicals: “The Virginia Maritimer” – Winning the only
Award of Excellence in AAPA’s highly competitive Periodicals
classification, the Virginia Port Authority’s bimonthly magazine
addresses local, national and international users of the Port of
Virginia, as well as potential customers and general public with
maritime interests. The magazine’s goal is two-fold: To keep
readers current on what is happening at the port and serve as a
public relations piece to underscore the message that the
Port of Virginia is a progressive seaport and a good place to do
business. According to VPA officials, the magazine’s printed and
electronic circulation – reaching readers in all 50 U.S. states
and 53 foreign countries – increased 2 percent over the past
year, with the “most notable” foreign readership increase
occurring in India.
●●●
The complete list of current and historical AAPA awards and
award programs is available online under the “Programs &
Events” tab at www.aapa-ports.org
{37}
GUEST
ARTICLE
from the desk of
Julianne Tsapatsaris
Senior Vice President
and
Amy Fox
Vice President
Edelman
Five steps promote value of seaports
Illustrating the indispensable role seaports play in the global
economy is one of the greatest communications challenges facing
the American Association of Port Authorities and its members.
We all know that, for centuries, seaports have served as a vital
economic lifeline by importing and exporting life’s necessities
and luxuries, including food, clothing and medicine, as well as
consumer electronics and toys, throughout the world. However,
most people do not think about where their morning coffee or
their shoes come from or how these items got to the grocery or
sporting goods store.
One way to enhance perceptions about the value of seaports
is through a strategic public relations campaign. Though this
the publics on whom its success or failure depends.”
Simply put, public relations allows one to establish an open
dialogue with target audiences – so one can interact with and
inform them about certain issues.
Effectively reaching target audiences has become increasingly
difficult. We live in an era of the seven-second sound bite and
the 24-hour news cycle. As there is steep competition for time
and attention among crucial audiences, emphasis must be placed
on not only efficiently delivering clear, concise, unambiguous,
jargon-free messages, but also getting the attention of the
people one wants to reach and making them understand why it
deserves their attention. Successful public relations programs are
“Successful public relations programs are those
that communicate the smartest, not the loudest.”
may sound complicated, informing key audiences can be easily
accomplished by large and small ports alike by following five
steps outlined below.
Before engaging in a public relations campaign, it is
important to understand what public relations is and what it
isn’t. Public relations should not be mistaken for advertising,
marketing or event planning – though all could be components
of a public relations campaign.
By definition, according to the seventh edition of the
Effective Public Relations textbook by Glen M. Broom, Allen
H. Center and Scott M. Cutlip, “Public relations… maintains a
mutually beneficial relationship between an organization and
{38}
those that communicate the smartest, not the loudest.
For example, on behalf of the Panama Canal Authority, or
ACP, worldwide public relations firm Edelman undertook
an education campaign to position the organization as a
market-oriented business, run by a world-class management
team that is committed to making the Canal a safe, reliable and
efficient operation. This is a great example of how the core
principles of a successful communications campaign – a sound
strategy, bolstered by strong messages and smart tactical
components – remain the same regardless of the issue, audience
or the communications vehicle used.
Ports are likely already communicating in some way to
WINTER 2008
government officials, community groups and media outlets.
To most effectively reach these groups, we recommend five
guidelines (those we used on behalf of the ACP) for developing
and implementing a strategic public relations campaign:
1. Establish realistic objectives
To set the stage for success, it is essential to establish clearly
defined and measurable objectives. Think about the goal result,
such as a change in awareness or attitude about seaports or
passage of seaport-related legislation. It is also equally important
to consider what can be reasonably accomplished based on
time, budget and staffing.
The ACP and Edelman set four objectives for the Canal’s
campaign. First, generate awareness of the ACP, its management
and its achievements. Second, communicate the Panama Canal’s
value and services to world trade.Third, address the critical need
for expansion of the Panama Canal. Fourth, ensure a successful
referendum in Panama to expand the Canal.
2. Define the audience
Before beginning any outreach, one needs to determine the
target audiences – that is, any audience that matters to the
central mission. It would be easy to say that the audience is the
general public, but it is far more effective to specifically define
audiences, thus facilitating identification of more measurable
results and tailoring of messages as needed for each group.
Edelman defined the ACP’s target audiences as influential
national and international media, maritime and shipping
communities, nongovernmental organizations, trade associations
and the financial community.
3. Create clear, concise messages
Messages should define competitive advantages and should
be incorporated in all written and oral communication.
This language must be informative, topical, relevant and focused
on the most important facts, trends, opportunities and
challenges. Successful public relations programs are based on
{39}
messages that resonate with the target audiences – and, in the
era of the seven-second sound bite, messages must be delivered
with the utmost efficiency.
Edelman organized meetings with ACP executives to
develop campaign messages – “safe, reliable and efficient” – as
well as to review and analyze major issues and perceptions
surrounding expansion and identify key stakeholders. Before
launching the campaign, Edelman tested these messages to
ensure they would have the intended impact. To do so, Edelman
developed and administered a survey of 47 close-ended
questions that measured target audiences’ awareness and
sentiment regarding the ACP.
4. Find effective ways to reach defined audiences
Once target audiences are defined, one must consider the best
ways to communicate key messages to those audiences. Typical
channels of communication include traditional media such as
newspapers and television news, but technology has drastically
increased the number of ways to reach target audiences. Today,
{40}
we can communicate through Web casts, social media and
outreach to bloggers, among other channels.
Edelman determined that the best ways to reach the ACP’s
target audiences were through a variety of channels, including
traditional media outreach, direct mail, advertising, online
advocacy and a blog-monitoring campaign. Additionally,
Edelman and the ACP organized educational media
familiarization trips, bringing journalists to Panama.
5. Establish methods for evaluation
To measure success or failure of a public relations campaign,
one should establish a series of evaluation criteria. This will help
determine if one is reaching set objectives and outcomes.
Tools for evaluation can include surveying awareness and
attitudes before, during and after the campaign, as well as
counting the number of articles about the seaport and
analyzing their content.
Edelman began its ACP campaign with a qualitative
benchmark image study that consisted of 204 interviews
with international senior executives in
shipping, finance, government and
nongovernmental organizations. The
survey assessed perceptions, opinions and
attitudes toward the ACP’s image and
reputation. It also served as a measurement
tool to evaluate the final campaign and
whether or not its objectives were met.
The Panama Canal campaign helped
achieve overwhelming passage of the
national referendum to expand the
Canal – the largest project since its
original construction – and the Canal
was extensively covered worldwide by
top media outlets. Today, the Panama
Canal is recognized by shippers, retail
chains, the maritime community and
governments as being unquestionably
well-run by Panama.
Following these five steps can help virtually any seaport develop a strategic
communications campaign that will
enhance public perceptions and awareness
among target audiences.
●●●
Edelman is the American Association of
Port Authorities’ public relations consultant.
WINTER 2008-2009
3-5 March 2009
Shenzhen Convention & Exhibition Center
(SZCEC), Shenzhen, China
Managing
Uncertainty
More than just a conference
TOC Asia 2009 is more than just a conference; it is a chance to learn, review ideas and play an
active part in the development of the industry. The central theme for this years conference is
"Managing Uncertainty" and will be an excellent opportunity to step back and take stock of the
current financial situation as well as other key industry issues.
Key Speakers Include:
•
•
•
•
•
•
•
•
•
•
•
Mahmood Simjee, Chief Operating Officer, Ocean Africa Container Lines, South Africa
Ken Bloch Soerensen, President and CEO, United Arab Shipping Company, UAE
Dr Sun Jiakang, Managing Director, COSCO Container Lines, China
Dr Jonathan Beard, Managing Director, GHK Hong Kong Ltd Bureau of Communications,
Shenzhen Municipality (Ports Administration of Shenzhen Municipality)
Pilar M Dieter, Director, Alaris Consulting
Dr. Parakrama Dissanayake, Chairman / Chief Executive, Aitken Spence Shipping Ltd
John M Elliott, Chief Executive Officer, Asia Container Terminals Ltd
Vincent Li, General Manager Group Marketing, Modern Terminals
Capt. Sandeep Mehta, Chief Executive Officer, Mundra Port & SEZ
Benjamin Wong, Head, Transportation, InvestHK
Ye Jian, Chairman, China Association of Ports of Entry
Find out more and book your
stand and/or delegate place at
www.tocevents-asia.com
or contact: Leonard Field
Email: [email protected]
Tel: +44 (0)20 7017 4661
The Shipping, Ports and Terminals Event for Asia
Organised by:
Sponsors:
Supporters:
GUEST
ARTICLE
from the desk of
Peter Tirschwell
Senior Adviser
The Journal of Commerce
Ports face uphill climb
in gaining acceptance
The simple fact is one that’s hardly inspiring or even encouraging: As much as those of us connected with seaports might prefer
things to be otherwise, for the general public, to the extent they
think about them, ports are more liability than asset, if anything a
problem waiting to happen or which has already happened.
Ports today often find themselves on the wrong side of the
conversation. They are seen as ugly when people want their
surroundings to be pretty. They are seen as dirty when people are
insisting their environment be clean. They facilitate imports that
people see as taking away jobs. And they are seen as affording
exposure to a dangerous outside world at a time when people want
their communities to be safe.
Thankfully, politicians often appreciate ports for the economic
value they provide to cities, regions and the nation, but, as elected
officials, they must balance community interests in ways that can
restrict port activity or expansion.
The result of this is that ports constantly find themselves on the
defensive in dealing with local journalists, community groups or
elected officials. It can be frustrating for port staff members who
understand the value they provide to be constantly forced to
defend their actions against openly hostile interests. Ports have a
steep uphill climb to gain credibility and acceptance among their
communities, and, if a crisis isn’t properly managed, years of effort
can be lost in an instant.
I think the first step is to acknowledge this is the way it is, and it
probably won’t change. The frustration ports encounter day to day
in dealing with an indifferent or unfriendly press and public
cannot divert them from pursuing the long-term goal of greater
{42}
understanding and acceptance from the community.
Only by relentlessly pursuing this goal will ports stand any
chance of creating the environment they need to expand. That is
usually when the payoff comes. When ports wish to expand roads,
railheads, terminals or navigation channels, they gain the support
of politicians who don’t fear a political backlash that would be
waiting around the corner if community support or acceptance
hadn’t been nurtured.
What accomplishes this? It’s not rocket science. It’s an aggressive
and relentless courting of the general circulation and trade press in
the form of press releases, press conferences, port tours, interviews,
all touting port accomplishments, environmental stewardship, security and economic impact. It’s aggressive and persistent community
outreach, going into schools, attending community meetings,
throwing open the port’s doors for tours, and making senior
executives accessible to the community in ways large and small.
I realize none of this is new information and that many will
roll their eyes upon rehearing well-known ideas like these. But
the point is that the impact on the port’s standing within the community is one that cannot be measured day to day, or even month
to month. Building goodwill is a slow, tedious multiyear effort that
requires hard work in the face of little external recognition and
periodic potentially painful setbacks.
In a way, working in a port today offers a tremendous PR
challenge. I can think of few greater accomplishments than
getting a seaport understood and accepted in its community such
that it is allowed to expand to extend the benefits of trade.
It’s a cause worth pursuing.
WINTER 2008-2009
GUEST
ARTICLE
from the desk of
Will Watson
Senior Americas Correspondent
Fairplay
Press, community relations
critical to successful ports
Today’s seaports have two constituencies – their customers and
their surrounding communities – and positive relationships with
both groups are critical to any port’s ability to thrive and grow.
One way to help ensure those positive relationships is to build and
maintain constructive working relationships with the news media.
Some, perhaps most, ports strive to serve the needs of their local
media, but few extend that same consideration to the national and
trade press, especially media who don’t have day-to-day contact
with the port.
The effects of poor media and community relations were perhaps
best detailed at the 2008 American Association of Port Authorities
annual convention in Anchorage, Alaska, when Capt. Gordon
Houston, president and chief executive officer of Port Metro
Vancouver, explained how the port of Sydney, Australia, was
banished by the citizenry from its longtime home to Botany Bay.
Capt. Houston spoke eloquently about the importance of
port open houses and strong community relations – to illustrate the
critical role that the port plays in the community’s economic and
cultural life. No relationship can help or hurt that effort as much as
the port’s rapport with the news media.
Often, the media are held at arm’s length out of fear. But that
fear can become self-fulfilling when a poorly informed journalist
incorrectly reports events, statistics or news at the facility. Most
journalists aren’t looking for the sensational stories. Of course, they
have to report on “bad” news, such as labor issues, ship fires,
accidental deaths, oil spills and the like. But, on an ongoing basis,
“good” news is equally important, such as new cranes and vessel
calls (what cargos they are bringing to local store shelves) or even
heightened security (and how that makes local residents and
their families safer).
When the community is behind the port, politicians tend to fall
in line. One excellent example is the Port of Jacksonville, Fla.,
which is in the midst of a massive expansion drive with very little
dissent.That is due in large part to the port’s communications with
the area’s public and the business community.
In addition to solid relationships with the local media, ports also
must nurture relationships with the national and trade media.
Security, labor, congestion and trade issues have focused more
national media attention on individual ports. Calls from wire
service or network reporters should be handled quickly, as they’re
usually on tight deadline, and an ignored call or a delayed response
can lead to an incorrect news item that can take days to fix.
Owners and operators of the vessels that call at ports probably
don’t read the port area’s local paper – but they likely do read one
or more of the international trade magazines. Those journalists
should be regarded as an asset because, after all, without a
successful maritime industry, they wouldn’t have jobs!
To assist the media in covering a port accurately, I’ve listed some
actions below that port officials can take that will likely improve
press coverage:
1. Add a media/press page to the port’s Web site that includes a
primary and secondary press contact together with e-mail
and mailing addresses, as well as phone, fax, after-hours and
cell numbers.
2. Post photos (both low- and high-resolution) of seaport
operations and key port personnel (which should include
a portrait shot as well as “at-work” photos).
3. Post up-to-date and historical cargo and passenger statistics.
4. Regarding news releases, remember more is better than less.
Don’t be afraid to overwhelm the media. What may seem
inconsequential to a port director may be real news for
the media.
5. Hold periodic open houses for the media to afford port tours
and briefings to reporters who often report on the waterfront
without ever having visited it.
{43}
GUEST
ARTICLE
from the desk of
Carol A. Scott, APR, Fellow PRSA
Principal
Kailo Communications Studio LLC
Proper planning vital
to effective response
We’ve all heard the familiar quotes: “He who fails to plan, plans
to fail,” and “Bad planning on your part does not constitute an
emergency on my part.” Then there’s my personal favorite, “Don’t
let the perfect get in the way of the doable.”
All of these quips have at their foundation a critique of the
planning process gone wrong. So if failure to plan, bad planning or
the search for the perfect plan are all examples of how not to do it,
what does a good plan look like and how do we do it?
Through the course of a career, every professional has no doubt
learned several methods of planning – some of which have made a
lot of sense and some which seemed way too cumbersome.
In real world communication, one can boil down much of the
planning process into a few questions. The level to which one
answers those questions will vary based upon the severity of the
problem or the risk associated with it and upon the resources or
time available to respond.
In most cases, one would/should/could have an annual
communications plan in place that outlines the business drivers for
the organization and the communications objectives aligned with
those business drivers. It describes key audiences and what is
known about them, lays out the primary messages to those
audiences and then what strategies and tactics will be used to
communicate with each. There will be a general or detailed
budget and timetable outlined and, lastly, a stated way to measure
the overall success of the communications efforts or at least
tactical implementation.
When one is faced with a problem that doesn’t fit into the plan,
or when it is found that the environment has altered significantly,
{44}
what is the most effective way to respond?
This may sound like a never-ending loop, but: Start with a plan.
Take a few minutes to outline the same basic information:
• First, describe the problem in concise terms. What is the risk to
the business if the problem is not resolved or if the resolution is
not handled appropriately?
• Who is impacted by this problem? What is their direct connection to the problem? What do you know about the audience?
Who are the opinion leaders within the audience group?
Where are they getting their information?
• Who are the other stakeholders, policymakers or influential
parties who will be watching and evaluating the response?
Do they have a say in the response?
• What information is needed before proceeding?
• What is the timeframe for response? Will this issue have a long
life, with several weeks or months until it peaks? Or is an
immediate response needed?
• What resources are available for response?
The answers to these questions will drive decisions around
strategies and tactics. With quality input from the management
team and communications professionals and the time to adequately frame the issue, the answer to “what do we do about
this?” becomes much clearer and much more manageable.
The value in taking the time to plan can be summed up in
words my mother, and probably many others, often said,
“If you don’t have time to do it right the first time, when will you
have time to fix it?”
WINTER 2008-2009
GUEST
ARTICLE
from the desk of
Ben Zingman, Ph.D.
President
Ben Zingman Communications
and
Kendra Borja
President
Kendra Borja Communications
Internal audiences must be engaged
Whether embarking on a new branding campaign, seeking
community approval for growth or hoping to build a greener
image, seaports today must engage their internal audiences to attain
strategic goals.
A well-managed internal communications program is a seaport
essential for several reasons:
1. Employees, tenants and other members of the port “family”
are crucial ambassadors for their organizations. Port authorities
need them to deliver clear messages about port activities as they
interact with family, friends and neighbors within the community.
Effective internal communications provide these employee ambassadors with key messages about emerging issues and developments.
2. Employees and others must understand how their jobs are tied
to the commercial success of the port. This bottom-line awareness
is especially crucial during economic downturns.
3. In addition, employees must understand and “buy into” the
port’s vision, goals and values – in short, the port’s “brand.” Internal
communications provides information about and builds support
for the port’s goals and objectives, creating a sense of pride as
employees carry out their tasks.
4. Finally if a crisis strikes, port employees must be mobilized and
engaged to respond. They must be informed about their roles and
updated regularly about developments. Internal communications
programs are crucial elements of the crisis response infrastructure
ports depend upon.
In today’s 24/7 online world, top-down communications are no
longer sufficient. Not only is a two-way conversation necessary,
employees also seek greater collaboration with each other. The
result is a diverse internal communications toolkit that includes
e-mailed newsletters, employee-only Intranets and other modern
approaches in addition to traditional team meetings, employee
appreciation days and workshops.
Branding programs undertaken recently by the port authorities
in Corpus Christi, Texas, Cape Canaveral, Fla., and Vancouver,
Canada, are good examples of efforts utilizing a range of activities
to involve employees in defining and shaping the new brand.
“We created a ‘Master Mind’ team composed of people from
all departments, levels and years of experience to review everything
in our port culture before we began our brand maintenance
program,” said Patricia Cardenas, community relations manager
for the Port of Corpus Christi. “The process took a full year, and
we made sure every employee was in the know.”
Rosalind Harvey, communications director for the Canaveral
Port Authority, added, “Through internal communications, we are
empowering employees at every level of the organization to
become part of the port mission. Port Canaveral’s success is tied to
employees living, breathing and communicating our messages to
fellow colleagues and to members of the port community.”
Anne McMullin, corporate communications and public affairs
director for Port Metro Vancouver, explained that, when the
Vancouver metropolitan area’s three seaports were amalgamated
into a single port authority,“Our goal was not just communications
– we needed employee engagement.” This was achieved through
face-to-face meetings and presentations, the use of the employee
Intranet, and building an open, inclusive communications culture.
In the current economic climate, effective internal communications can enhance any port’s community relations, business
development, government relations and media outreach.
Port communicators must not ignore the potential ambassadors
and advocates in their midst.
●●●
Dr. Zingman and Ms. Borja may be reached by e-mail,
respectively, at [email protected] and [email protected]
{45}
GUEST
ARTICLE
from the desk of
Beverly H. Fedorko
Director of External Affairs
New York Shipping Association Inc.
Ad campaign delivering
for New York area port
The Port of New York and New Jersey is the third-largest port
in the United States, yet few people stop to think how critical a
port is to its region, providing everything from steel to coffee to
clothing and telecommunication components.
Keeping the port vital and competitive demands a good
relationship with state and federal elected officials, an active
program to ensure the port is dredged to a depth that allows ships
to safely navigate the harbor, staying up with environmental
regulations and, at the same time, maintaining the cost-efficient
port operations and highest-level security protocols.
Frank M. McDonough, president of New York Shipping
Association, said, “Our challenge was to educate our audiences
about the port – what it is, what it does and its significant
contribution to the regional economy. More jobs, increased competitiveness and lower prices on goods are among the many
benefits that come with a robust and economically sound port.”
In 2005, a public education campaign was developed to bring
the importance of the Port of New York and New Jersey home to
those audiences. The first year’s goal was general education about
the port and its contributions.
Year two began a more direct appeal to political and business
leaders, enlisting them as friends, supporters and ultimately
advocates for the port. By 2007, NYSA had moved to solidifying
the port’s image in terms of its contribution to the economy and
quality of life for the region. And this year’s goal was to target New
York state legislators more directly and develop new partnerships
with businesses that use the port.
These goals have been reflected in an advertising campaign
known as “Delivering Prosperity.” Ads were placed in strategic
locations throughout New York and New Jersey, including radio,
public television, billboards, trains and ferries. A series of Web
{46}
banners linking back to Delivering Prosperity’s Web site –
www.deliveringprosperity.com – also were placed.
Through careful management of the advertising budget (in an
expensive media market) the campaign has thus far reached more
than 100 million people – or “impressions” in advertising parlance
– and the number has increased significantly each year. Thousands
of Web site visits also prove that the campaign is seen and heard.
Placement of the ads has evolved, based on surveys done each
year to measure their effectiveness. We are continuing to advertise
in areas where we have had proven success, such as the regional
editions of Time, Newsweek, Sports Illustrated, Forbes, Fortune
and U.S. News and World Report. Regional advertising in these
popular publications has proven to be quite cost-effective. Radio
talk shows that focus on public issues and public affairs television
shows have also shown themselves as good vehicles for delivering
the campaign’s message.
While the Delivering Prosperity campaign has won a number
of awards for creative excellence, proof of the campaign’s success is
really in the reaction of our target audiences. NYSA used Opinion
Research Corp., a national survey firm, to develop phone and
e-mail surveys that measured general knowledge of the port and
specific questions about the ad campaign. The results showed that
the port was perceived positively and the ad campaign was
recognized and remembered. Survey participants also believe the
port is a significant economic engine for the region, the port is
extremely important in providing goods and is an extremely
important source of jobs.
Working in conjunction with our small team of consultants from
Princeton, N.J.-based firms Issues Management LLC and Smith
Pizzutullo, we look forward to additional positive results as our
campaign continues.
WINTER 2008-2009
Because we only have one Earth.
Because future generations should inherit a cleaner world.
Because climate change affects us all.
Because the greatest natural resource is foresight.
The Port Authority of NY & NJ is striving to become the region’s first carbon neutral public agency. That means
we will reduce our carbon dioxide emissions and offset the remainder. Sustainability is a massive endeavor. For us it
means focusing our efforts on climate change, air quality, water quality, waste and open space: the essential elements
in creating a cleaner environment.
Investing in renewable energy and landfill gas capture are just two of the ways we plan to offset emissions.
Plus, as part of our $29.5 billion Capital Plan, the Port Authority is earmarking $9 billion toward mass transit and the
cleaner movement of people and goods throughout the region. One of our goals is also to enable our customers
and partners to follow our lead by offering the opportunity to purchase carbon offsets.
The Port Authority is committed to leaving future generations a cleaner world.
panynj.info
ports
MARAD seeking short-sea input
The Maritime Administration of the U.S. Department of
Transportation is seeking public comment on recommendations
for specific short-sea shipping routes to be designated under
America’s Marine Highway Program.
The purpose of the program, established by the Energy
Independence and Security Act of 2007, is to relieve landside
congestion along coastal corridors by expanding the use of
waterways to transport freight or passengers.
Procedures for submitting recommendations were published
in the Oct. 9 Federal Register, at http://edocket.access.gpo.gov/
2008/pdf/E8-23834.pdf
This notice is a preparatory step in implementation of the
AMHP. Interested parties may submit recommendations until
Feb. 6, 2009.
At a later date, MARAD is to publish a notice for submissions
from applicants desiring Marine Highway Program project
designation. Project proposals must have a public entity sponsor,
such as a metropolitan planning organization, state department of
transportation or port authority.
Federal support for approved short-sea transportation projects
will be in the form of research to aid in development of marine
highways. MARAD will work in partnership with public and
private entities across state and municipal jurisdictional lines to
identify potential incentives for increased use of such shipping
lanes. In addition, vessels engaged in marine highway operations are
qualified for tax incentives for capital expenditures.
Six U.S. Interstate routes listed in the notice were previously
identified as “Corridors of the Future.” These highways for the
most part parallel sea shipping routes. Recommended marine
highway routes along these roadways will be fast-tracked for
inclusion in the marine highway program. However, recommendations are not to be limited to these areas.
IMO OKs vessel emission changes
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Celebrating more than 50 years of excellence
{48}
The Marine Environment Protection Committee of the
International Maritime Organization has unanimously
approved changes to the treaty that regulates emissions from
oceangoing vessels.
Supported by the American Association of Port Authorities and
other industry groups, including the World Shipping Council,
the changes to Annex VI of the International Convention for
the Prevention of Pollution from Ships, more commonly known as
MARPOL, were the product of strong negotiating by the
U.S. delegation to the IMO, led jointly by the U.S. Coast Guard
and the Environmental Protection Agency.
The revised treaty sets more aggressive standards for sulfur in
global fuel, and it sets engine standards for in-use engines. It also
lays out a process for creating emissions control areas, which would
set more aggressive standards for oxides of nitrogen, oxides of
sulfur and particulate matter.
In mid-July, President Bush signed into law the Maritime
Pollution Prevention Act, H.R. 802, implementing MARPOL
Annex VI in the United States.
Additional information about the changes to the treaty is
available through EPA’s Web site at http://www.epa.gov/otaq/
regs/nonroad/marine/ci/420f08033.html
WINTER 2008-2009
ports
TWIC compliance phase-in starts
With full U.S.-wide compliance with the Transportation
Worker Identification Credential program set for April 15,
staggered implementation by port zones has begun.
Compliance requirements went into effect Oct. 15 for owners
and operators of facilities within the Boston, Northern New
England and Southeastern New England zones, with additional
port zones to follow.
Initially, the U.S. Department of Homeland Security had
planned nationwide implementation for Sept. 25. However,
DHS announced last May its plan to phase in the compliance
mandate by port zone.
The complete compliance date schedule may be found on the
Web at http://homeport.uscg.mil/twic
California box fee bill vetoed
A controversial bill seeking to place a $30-per-20-footequivalent fee on containers moving through the ports of Los
Angeles, Long Beach and Oakland has been rejected by
California Gov. Arnold Schwarzenegger.
The bill, S.B. 974, which aimed to raise some $400 million
a year for regional transportation projects and clean-air
technologies, was vetoed by Schwarzenegger minutes before a
Sept. 30 midnight deadline.
State Sen. Alan Lowenthal, D-Long Beach, who wrote the bill,
as well as a pair of earlier iterations since 2006, is not anticipated to
reintroduce the action.
The bill, which had the support of many health and
environmental activists, was opposed by transportation industry
leaders, who said it would lead to diversion of cargo from
California to competing ports in the Pacific Northwest and
along Gulf and East coasts.
Final right whale rule published
The National Marine Fisheries Service of the National Oceanic
and Atmospheric Administration has published its final rule
designed to reduce ship strikes of North Atlantic right whales.
The final rule is consistent with the preferred alternative laid out
in the final environmental impact statement, about which the
American Association of Port Authorities expressed concerns,
indicating that evidence did not support the contention that
proposed vessel speed reduction would reduce the number of
ship strikes of whales.
Under the final rule, ships coming into and out of East Coast
ports from Jacksonville, Fla., to Boston will be required to limit
speeds to 10 knots for about six months each year.
Additional information about the final rule is available on the
NMFS Web site at http://www.nmfs.noaa.gov/pr/shipstrike/
{49}
P O R T
P E O P L E
ANACORTES, Wash. (9-15-08 ADVISORY) – Certified public
HOUSTON (8-18-08 ADVISORY) – Career law enforcement
accountant Carly Behan, who previously worked for Ernst &
Young, is the new accounting manager at the Port of Anacortes.
officer Greg Rippey, who had most recently served as regional
director of security for Compass Bank, has been named chief of
police for the Port of Houston Authority.
BALTIMORE (8-18-08 ADVISORY) – Peta N. Richkus, former
secretary of the Maryland Department of General Services, has
been appointed to a three-year term on the Maryland Port
Commission.
CLEVELAND (10-6-08 ADVISORY) – The Cleveland-Cuyahoga
County Port Authority has selected for the new position of
environmental/sustainability manager Pamela L. Davis, who had
most recently served as senior environmental planner for the
Northeast Ohio Areawide Coordinating Agency.
JACKSONVILLE, Fla. (9-1-08 ADVISORY) – The Jacksonville Port
Authority has selected as chairman for fiscal 2009 William C.
Mason, president emeritus of Baptist Medical Center, and has also
chosen as officers for the year David Kulik, chairman of
ANJI-TNT, as vice chairman; Reginald Gaffney, president and
chief executive officer of Community Rehabilitation Center, as
secretary; and entrepreneur and retired corporate tax attorney
Buck Fowler as treasurer.
MILWAUKEE (8-11-08 and 9-22-08 ADVISORIES) – Claude
CORPUS CHRISTI, Texas (9-1-08 and 10-20-08 ADVISORIES) –
The Port of Corpus Christi has made two deputy port director
appointments. Retired U.S. Army Maj. Gen. Maynard “Sandy”
Sanders has joined the port as deputy port director of operations and
business development, while Frank Brogan has been promoted to
deputy port director of engineering, finance and administration from
his prior position of director of engineering services.
FORT LAUDERDALE, Fla. (10-6-08 ADVISORY) – Alan Hill has
been promoted by Port Everglades to assistant director of business
development from his prior position as business development
manager for cargo-related activity.
FREEPORT, Texas (10-20-08 ADVISORY) – At Port Freeport,
Rick Benavidez has been promoted to director of security and
safety from his prior position of port security manager.
Krawczyk, an attorney with the Milwaukee law firm of O’Neil,
Cannon, Hollman, DeJong, S.C., has been appointed a one-year
term on the City of Milwaukee Board of Harbor Commissioners,
which has named as its president Tim Hoelter, vice president of
government affairs for Harley-Davidson Motor Co.
NEW YORK (9-1-08 ADVISORY) – The New York State Senate
has confirmed Fred P. Hochberg, dean of Milano The New
School for Management and Urban Policy in New York, to
serve through 2013 as a member of the board of commissioners of
the Port Authority of New York and New Jersey.
RIVIERA BEACH, Fla. (10-20-08 ADVISORY) – Thomas
Lundeen has been promoted at Port of Palm Beach District to
deputy director from his prior position as director of engineering
and maintenance.
SAGUENAY, Québec (9-15-08 ADVISORY) – Jean-Sébastien
HAMILTON, Ontario (9-22-08 ADVISORY) – Edward A. Minich,
who retired in 2004 as president and chief executive officer of Otis
Canada Inc., and Allen Root, who retired in 2007 as executive
vice president and chief operating officer of Dofasco Inc., have
been appointed to three-year terms on the board of directors of the
Hamilton Port Authority.
{50}
Harvey, vice president of Tremblay Laliberté, Arpenteursgéomètres, has been appointed to a three-year term on the board
of directors of the Saguenay Port Authority.
SAN DIEGO (9-15-08, 9-22-08 and 10-20-08 ADVISORIES) –
Bruce Hollingsworth, president and chief executive officer of
the Port of San Diego, and Dan Wilkins, executive vice president
of the same port, have both announced intentions to retire. Also at
the Port of San Diego, Leonard Fabor, formerly manager of
the traffic division at the Port of Stockton, has come aboard as
director of maritime operations and properties, and Steve
Kirkpatrick, formerly public works director and city engineer for
Lemon Grove, Calif., has been hired as chief engineer and head of
the engineering/construction department.
SEATTLE (8-18-08 and 10-27-08 ADVISORIES) – Ralph
Graves, former U.S. Army Corps of Engineers district engineer
for Seattle, has joined the Port of Seattle as managing director for
capital development. Also, Sarah Flagg, formerly a seaport air
program graduate intern, has been named air quality program
manager for seaport environmental programs at the Port of Seattle.
TOLEDO (8-11-08 ADVISORY) – Paul L. Toth Jr. has been
appointed interim president of the Toledo-Lucas County Port
Authority, for which he has worked for 19 years, most recently as
vice president of technical and financing services.
TORONTO (10-27-08 ADVISORY) – Toronto Port Authority
President and Chief Executive Officer Lisa Raitt has been
elected to the Canadian Parliament as the Conservative candidate
from the federal riding, or electoral district, of Halton. With her
departure to assume fulltime responsibility as a member of the
House of Commons in Ottawa, Alan Paul, the port authority’s
vice president and chief financial officer, has assumed the position
of acting president and chief executive officer at the authority.
VANCOUVER, Wash. (10-20-08 ADVISORY) – Julianna Marler,
who most recently had served as procurement services manager
for the City of Vancouver, Wash., is the new senior manager of
contracts at the Port of Vancouver.
TACOMA (8-4-08 and 8-11-08 ADVISORIES) – The Port of
Tacoma has filled four professional staff positions, naming Steve
DeRose, formerly responsible for purchasing activities on naval
aircraft carriers at the Puget Sound Naval Shipyard for Todd Pacific
Shipyards, as purchasing manager; Lisa Rozmyn, formerly an
ecology transportation liaison and stormwater lead for Washington
State Department of Ecology, as environmental project manager;
Tri Howard, formerly state records manager in the Washington
State Office of the Secretary of State, as records manager; and
Alyce Benge, formerly director of purchasing services for the
Issaquah (Wash.) School District, as contracts manager.
TAMPA (9-1-08 ADVISORY) – Mark Dubina, most recently
assistant special agent in charge of the Tampa Bay Regional
Operations Center of the Florida Department of Law
Enforcement, has been named head security operations for
the Tampa Port Authority.
VERACRUZ, Mexico (8-18-08 ADVISORY) – Juan Ignacio
Fernández Carvajal, whose career has included positions as
general project manager for flour companies and general manager
of the Pobal grain importation firm, has been appointed general
manager of Administración Portuaria Integral de Veracruz.
WASHINGTON (8-11-08 ADVISORY) – The U.S. Senate has
confirmed the nomination of Gen. Duncan J. McNabb, a
34-year U.S. Air Force veteran who most recently served as
U.S. Air Force vice chief of staff, to assume command of the
U.S. Transportation Command, succeeding Gen. Norton A.
Schwartz, who has assumed the position of U.S. Air Force
chief of staff.
{51}
FEBRUARY 18-20
SEMINAR HIGHLIGHTS
El Cid Castilla Beach Hotel
Av. Camarón Sóbalo s/n, P.O. Box 813,
Mazatlán, México, 82110
REGISTRATION:
21⁄2-day seminar.
$765 for AAPA members:
$880 for non-members.
Book online at aapa-ports.org
(click on “Programs & Events” tab).
Hotel: $131 nightly rate if reserved
by Jan. 23 with AAPA room block.
Call 011-52-669-913-3333
(ext. 3306 or 3307) for reservations.
•
Panel discussions by cruise line executive &
association officials on top cruise ports/trends
•
Tips on marketing and creative uses of
cruise facilities between ship calls
•
Sessions addressing air emissions,
ballast water & natural resource management
•
Experts also on disaster recovery,
destination management, seaport security &
expediting passenger boarding/deboarding
•
•
Session on Mexico and Latin America cruising
Reception and networking opportunities
MAZATLÁN, MÉXICO
AAPA
CRUISE SEMINAR
SEMINAR INFORMATION:
Call AAPA’s
Ed O’Connell at
703-684-5700
or email:
[email protected]
2009 AAPA
CRUISE AWARD
Recipient
Thomas M. Dow
Vice President,
Public Affairs
Carnival Corporation
transport insurance plus peace of mind
Insurance for:
Transport and logistics operators
Ports and terminals
Cargo handling facilities
Ship operators
Contact TT via your broker
New Jersey
Tel +1 201 557 7300
London
Tel +44 (0)20 7204 2626
www.ttclub.com
In the United States TT Club Mutual Insurance Ltd. is
approved as a surplus lines insurer in most states and is
accessible though properly licensed surplus lines brokers.

AAPA Seaports Magazine – Enhancing Public Perceptions of

Transcripción

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