group 4 - port metro vancouver visit

8/3/2019 Group 4 - Port Metro Vancouver Visit

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Group 4

Fabia Bourda: [email protected]

David Darling: [email protected]

Nancy Mills: [email protected]

Deepak Sachdeva: [email protected]
mailto:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]


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Port Metro Vancouver main concerns

Objectives

Incorporate analysis from Fraser Institutepresentation with Port Metro presentation

Port Metro Vancouver facts

Port Metro Vancouver comparison with Portof Seattle

Port Metro Vancouver executive strategiesimparted

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Unique combination of public and private elements for thepurposes of carrying out services or providing goods andservices without government intervention

Owned either by the federal or provincial government whichcontrols budgets and appoints the leadership team

Operates at arms length from the government and managesoperations similar to a business

Freedom from political control allows them to operate morelike a business

As the debate of privatization continues the controversy over

the role of crown corporations is prolonged

Canadian Crown Corporation


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Passing of Bill-C24 in 1984 paved the way for privatization in

Canada

Began in 1988 with the privatization of Air Canada

Decline in the number of Crown corporations

In 2008, three federal Crown corporations amalgamated to

form the Vancouver Fraser Port Authority, dba as Port MetroVancouver (PMV)

Canadian Privatization


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Federal Deficit / Surplus(1961-1993)

Canadian Crown Corporation Era

Canadas 1965-95

Experiment Fiscal TimeBomb

Deficits & Debt Trade Diversion Unemployment Higher Taxes Increasing Interest

Rates Increasing Dependency Debt

Inflation Stagnating Investment Stagflation

Source: Fraser Institute (2011)


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Federal Deficit / Surplus(1961-2007)

Canadian Deregulation Lessons

New Federal Reforms kicks in 1995

Deregulationacted as a catalyst forprivatization

Privatization lead to a

period of prosperity

Source: Fraser Institute (2011)


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Located in Vancouver, British Columbia

Non-shareholder, financially self-sufficient corporation

Gateway for Canadas domestic and international trade andtourism

Canadas largest and busiest port

4th largest port in North America Generates $75.2 billon total value of cargo handled annually

Creates 129,500 jobs in Canada

28 Major Marine Cargo Terminals

2,832 Foreign Vessels Calls in 2010 (7.75 vessels/day)

China, US, Japan and South Korea are major tradingeconomies

Port Metro Vancouver


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Bulk &Breakbulk

80 million

metrictonnes ofbulk

17 million

metrictonnes ofbreakbulk

Container

2.5 millionTEUs

Cargo

118 millionmetric

tonnes oftotal cargo

Automobile

381,609

unitshandled

100%Asian

importsdestined

for Canada

Cruise

578,986

revenuepassengers

177

sailings(~05/day)

Port Transport Capacity


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Main Concerns

Like anycorporation, PortMetro Vancouverhas concerns andchallenges

PMV

Support Canadian

Growth and Prosperity Efficient & ReliableOperations

Capacity

Improvement

Increased Businesswith TradingEconomies

Railroad

Transportation out

of Vancouver

EnvironmentalConcerns

Land Constraints

PMV Concerns & Challenges


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US Port Comparison

Port Metro Vancouver

Cruise passengers in 2010 = 578,986

Vessel calls = 2,832

Containers = 2.5 million TEUs

Autos = 381,609

Bulk = 80 million metric tonnes

Rail links within Canada and US(Louisiana)

Major trading partners = China,Japan & South Korea

Seattle Port

Cruise passengers in 2010 = 931,698

Vessel calls = 1,244

Containers = 2.13 million TEUs

Autos = 0 Bulk = 6.3 million metric tonnes

Rail links to all of US throughMidwest

Major trading partners = China,Japan, Taiwan & South Korea

Port Metro Vancouver trumps SeattlePort in terms of overall metric tonnes
http://en.wikipedia.org/wiki/File:Port_Metro_Vancouver.png


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Easing trade barriersbetween US andCanada

Expediting customsprocessing for cruisetraffic

Improving gatewayinfrastructure

Building railcorridors

Lowering anchorage

durations

Doubling containercapacity in 10-15years

Geotechnicalinvestigating tobuild additionalmodes of transport

Executive Strategies Imparted


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Group 4Fabia Bourda: [email protected]

David Darling: [email protected]

Nancy Mills: [email protected]

Deepak Sachdeva: [email protected]
mailto:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]

group 4 - port metro vancouver visit

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