Port NOLA FORWARD
A Strategic Master Plan to Exceed the Needs of Tomorrow
May 2018 FROM THE PRESIDENT AND CEO
Together with the Board of The plan presents a menu of strategies clear, wide guidelines to capitalize on our Commissioners of the Port of New to optimize current assets and extend gateway position rather than prescriptive Orleans, I am pleased to share Port our reach across all business lines. land use mandates. In fact, while we NOLA’s bold vision to deliver significant, were developing the plan, we acted on its The crux of this plan—and a necessary sustained economic benefit throughout promise and increased our multimodal ingredient for its success—is our jurisdiction, which includes Jefferson, strength with the acquisition of the New collaborative partnership with a wide Orleans, and St. Bernard Parishes. Orleans Public Belt. Access to six Class I range of stakeholders, broadly defined. This will be accomplished by providing railroads is a competitive advantage, now Throughout the planning process, we necessary infrastructure and seamless secured. This new alignment occurred invited the participation of our tenants, logistics solutions that incorporate the during the planning process, after we carriers, customers, Federal, State Brandy D. Christian industry’s changing needs and exceed had completed the market analysis and President and CEO, and local elected officials, economic our customers’ expectations. infrastructure evaluation, and has set the Port of New Orleans and development and civic leaders, and New Orleans Public Belt stage for our vision of building a multi- This Strategic Master Plan challenges us our neighbors, residents who rely on Railroad Corporation modal gateway. to think more cohesively about growing the Port for family-supporting jobs. our vital maritime and hospitality We continue to embrace the power of I would like to thank our Board of industries. It invites us to consider the the collective, strengthening existing Commissioners for their leadership and supply chain as a whole and to harness relationships and building new ones as steadfast support of this project, along all available multimodal assets, on and we work together toward a common goal with so many of our staff who dedicated off Port property, along the Mississippi of economic prosperity. themselves to developing a visionary yet River and inland waterway system, on the actionable plan for the future. The Strategic Master Plan is adaptive Public Belt and six Class I rail network, to ensure we are able to fully capitalize Let’s get started! and via access to interstate highways. on the potential of the region. It offers
I • PORT OF NEW ORLEANS STRATEGIC MASTER PLAN PORT OF NEW ORLEANS STRATEGIC MASTER PLAN • II BOARD OF COMMISSIONERS
Laney J. Chouest Arnold B. Baker Tara C. Hernandez Chairman Vice Chairman Secretary-Treasurer
Robert R. Barkerding, Jr. Darryl D. Berger William H. Langenstein Charles H. Ponstein
Recognizing former Commissioners William T. Bergeron, Scott Cooper, Michael W. Kearney, and Gregory R. Rusovich for their contribution to this plan.
III • PORT OF NEW ORLEANS STRATEGIC MASTER PLAN PORT OF NEW ORLEANS STRATEGIC MASTER PLAN • IV TABLE OF CONTENTS
1 LAUNCHING THE PLAN 2 2 BRIDGING COMMUNITY AND COMMERCE 14 3 UNDERSTANDING PORT NOLA TODAY 24 4 FORECASTING THE MARKET 48 5 ENVISIONING BOLD GROWTH 72
V • PORT OF NEW ORLEANS STRATEGIC MASTER PLAN PORT OF NEW ORLEANS STRATEGIC MASTER PLAN • VI 1 LAUNCHING THE PLAN Port of New Orleans’ diverse yet integrated business portfolio sets the stage for 1 future success. LAUNCHING THE PLAN The Port of New Orleans has long benefited from its strategic location along the Mississippi River with businesses that include extensive cargo and vibrant cruise operations, and a large industrial real estate portfolio. These assets are further strengthened and diversified by the 2017 acquisition of a short line railroad. A bold vision, timely investments, and integration of its four lines of business will help ensure the Port of New Orleans (Port NOLA) capitalizes on the opportunity to lead the region to greater and sustained prosperity. This Strategic Master Plan (Master Plan) charts the course for Port NOLA’s success for all business segments including cargo, cruise, real estate, and rail.
1 • PORT OF NEW ORLEANS STRATEGIC MASTER PLAN PORT OF NEW ORLEANS STRATEGIC MMASTER PLAN • 2 1 LAUNCHING THE PLAN PORT NOLA TRI-PARISH JURISDICTION SERVING AS AN ECONOMIC CATALYST
Port NOLA is a public entity that serves as the maritime authority and landlord to over 60 maritime and industrial tenants. As property manager, Port NOLA’s role is to plan, build, maintain, and support the infrastructure to grow Our mission is jobs and economic opportunities related to trade and commerce. Together with our tenants, operators, and to drive regional partners, Port NOLA’s collective strength as an economic Orleans Parish economic catalyst drives global trade and builds local prosperity. St. Bernard Parish As a self-sustaining political sub-division of the State of prosperity Louisiana, Port NOLA invites collaboration and pragmatic, by maximizing strategic planning. The Port works diligently to collaborate with stakeholders and industry partners, within our tri- the flow of parish jurisdiction and beyond, for continued economic development. This Master Plan reflects our commitment international to collaboration. trade and Jefferson Parish commerce as a modern gateway.
Citation: USDA-FSA Aerial Photography Field Office 3 • PORT OF NEW ORLEANS STRATEGIC MASTER PLAN PORT OF NEW ORLEANS STRATEGIC MASTER PLAN • 4 Louisiana NAIP 2015 Imagery 1 LAUNCHING THE PLAN One of the th ECONOMIC CATALYST 6 Facilities & Stakeholder Fastest Growing Largest cruise Infrastructure Market Outreach BY THE NUMBERS container ports in the U.S. port in the U.S. Evaluation Analysis & & Input Forecasting
One That’s 37% $63,000 higher than the in The average salary of workers employed at local average salary. Jobs in Louisiana are generated by businesses located on Port NOLA property.* five port-related industries. *LSU E.J. Ourso College of Business Roadmap for Growth and Development
This Strategic Master Plan: • Incorporates an analysis of Port-owned facilities, current market conditions, 73% 89% 80% 74% future trends, and input from industry, The percentage of port The percentage of cruise The percentage of cruise The percentage of port workers workers who live within passengers who travel from passengers who stay overnight Growing Globally, government, and community partners. who live within the Port’s the New Orleans Metro out of the region to embark in New Orleans before or after three-parish jurisdiction. region. on their cruise vacations cruising from the Port of Regionally, and Locally • Provides a framework to capitalize on from Port NOLA. New Orleans. Port NOLA’s competitive advantages and Port NOLA is a vital link to the world for inland expand the Port gateway complex to companies and consumers, proudly serving insure economic benefits to the region, businesses throughout the state of Louisiana state, and country. and beyond. The Port is committed to providing fair access to contracting opportunities and to $2.2 million $3.5 million increasing business relationships with qualified local and small business firms. Spent with women- Spent with minority- $54.5 $55 $66 Generated owned businesses in owned businesses in million million Each Year fiscal years 2016 and fiscal years 2016 and million 2017 by Port NOLA. 2017 by Port NOLA. Hotel Revenue State Tax Local Tax
5 • PORT OF NEW ORLEANS STRATEGIC MASTER PLAN PORT OF NEW ORLEANS STRATEGIC MASTER PLAN • 6 1 LAUNCHING THE PLAN ALL SIGNS POINT TO GROWTH In support of the Port’s diverse cargo make-up, Port NOLA’s CRUISING AHEAD Inner Harbor boasts more than 1,000 acres of industrial Port NOLA is one of America’s most diverse ports with real estate. This and other properties across the Port’s Cruising from New Orleans continues to grow regard to transportation modes and business lines. jurisdiction provide ample land and assets for industrial in popularity. Port NOLA has topped one million Business is booming in all sectors—the Port’s recent development. With access to extensive waterways and the passenger moves for four consecutive years. strategic alignment to acquire the New Orleans Public New Orleans Public Belt Railroad, which connects to six Cruise lines are investing in newer and larger Belt Railroad is just one of the latest examples of Class I railroads, Port NOLA is an international logistics hub ships. Carnival Cruise Line repositioned the innovative Port growth. for distribution, warehousing, and manufacturing. Carnival Triumph to the Erato Street Cruise Terminal in April 2016, resulting in a 34 percent Containerized cargo growth at Port NOLA has increase in Carnival’s year-round four- and five- consistently increased in recent years, fueling the day itineraries from New Orleans. Norwegian establishment of container-on-barge services, ancillary Cruise Line is replacing the Norwegian services, and industrial growth. The New Orleans Public The Strategic Pearl with the newer and larger Norwegian Belt Railroad will enable continued growth on and off Breakaway in November 2018. Royal Caribbean the container terminal, where logistics and trans-loading Master Plan International returns to Port NOLA in 2018, operations can benefit from additional cargo throughput. is a roadmap homeporting the Vision of the Seas. With easy Port of New With waterway access to inland markets via barge, a access parking at the cruise terminals, Port Orleans container to exceeding choice of expert terminal operators, and uncongested NOLA is a prime choice as a drivable port, with volumes exceeded berths, Port NOLA continues to be an ideal hub for 306,000 room nights per year, and is poised for 500,000 annual market demands cost-effective handling of breakbulk cargo. Steel, metals, growth in ocean and river cruising. rubber, wood, paper, and project cargo are handled TEUs three years and remaining Yet with these growth opportunities come with expertise, and Port NOLA offers superior direct in a row. the challenges of how to meet—and beat— load/discharge to and from barge. competitive within demands to remain competitive within a Port NOLA is also certified by the London Metals a constantly constantly evolving global shipping market. Exchange to handle and store non-ferrous metals Ships are getting larger and competition ever traded on the Exchange and is designated as the evolving global more fierce. Recognizing these needs, and how second Foreign Trade Zone in the country. shipping market. vital Port NOLA is for local jobs and economic opportunities, Port NOLA is committed to creating a market-based and stakeholder- driven plan for the future.
7 • PORT OF NEW ORLEANS STRATEGIC MASTER PLAN PORT OF NEW ORLEANS STRATEGIC MASTER PLAN • 8 1
Vision and Values LAUNCHING THE PLAN PLANNING FOR THE Goals For the future of the NEXT GENERATION Port NOLA organization. VISION 4 interdependent goals The Port NOLA Strategic Master Plan lays out a for the future of the Port: vision for the next 20 years with a roadmap of How will we get there? Strategies GOALS strategies for growth, including recommendations for capital investments, operational changes, policies, and strategic initiatives. The plan is a menu of strategies aligned with Metrics STRATEGIES This Master Plan describes how Port NOLA will the goals. grow to meet future demands by aligning our How we measure and goals and strategies and providing metrics for communicate progress: metrics measuring progress and defining success. Port are specific, transparent, METRICS NOLA has identified many needs, far beyond Tactics and measurable. the Port’s resources alone. Following plan completion, Port NOLA will work with partners Tactics and specific and stakeholders to implement the established actions are what’s to come as a result of the strategies. TACTICS plan: specifications for implementing each strategy.
STAKEHOLDERS Stakeholders
The future of the Port The foundation of all progress is people: Port employees, is ultimately dependent industry, other government on the people who make agencies, and communities. things move.
9 • PORT OF NEW ORLEANS STRATEGIC MASTER PLAN PORT OF NEW ORLEANS STRATEGIC MASTER PLAN • 10 1 LAUNCHING THE PLAN VISION Envisioning Bold Growth LEADING WITH AMBITIOUS GOALS Drawing from the strategic To implement this vision, maintain competitive advantages, and achieve Advancing global planning process, which connections and our mission of maximizing commerce, Port NOLA constantly strives to includes our partners’ and achieve these four interdependent goals: infrastructure to employees’ input, Port NOLA’s exceed the needs future is inspired by a vision of tomorrow. and driven by values. Operate Efficiently Capitalize on Optimize the use of Gateway Position unsurpassed intermodal As the premier Gulf Coast connectivity to efficiently gateway to Mid-America we are move cargo to global and TE able to capture new markets, RA Y inland markets by supporting PE NTL expand cargo capacity, and O CIE FI diverse business lines EF utilize waterfront industrial real C and land uses capable of A P estate while enhancing New G I P T A VALUES adapting to constantly O A T Orleans as a vibrant experience L S E I I changing market trends. T W Z I E for cruise and tourism. O A
O Y N
N
Diversity Collaboration Customer-orientation
S Whether by transportation We pride ourselves in teamwork Our work and successes are U D
S E T V Connect and Strengthen mode, business line, or our and partnership—internally and inextricably linked to our A E
I L people, our diversity is part of externally—and find innovation customers and stakeholders— Develop Sustainably N O Stakeholders A P B our DNA and enhances our through collaboration. responsiveness, efficiency, and L Together with our Y The future of Port NOLA is value as an organization. transparency are vital. stakeholders and the ultimately dependent on the ND community, make strategic T A NEC EN people who make things move: CON TH S NG ER investments in infrastructure STRE LD our intergovernmental partners, EHO to enable growth and STAK the cargo handling organizations, Integrity Adaptability Aspiration development, ever striving the truck drivers, and the people We are driven by integrity in Change is the nature of our We continuously seek for balance while enhancing who work at Port NOLA every day. our actions and our words— business; we need to be opportunities for growth and the economy, society, Our planning process and the accountability, responsibility, proactive and nimble, yet improvement, and we set and the environment. recommended strategies directly and respect are principles we understand the importance of ambitious goals and strive to reflect this emphasis. live and work by. stability at the same time. make them a reality.
11 • PORT OF NEW ORLEANS STRATEGIC MASTER PLAN PORT OF NEW ORLEANS STRATEGIC MASTER PLAN • 12 2 BRIDGING COMMUNITY AND COMMERCE 2
BRIDGING COMMUNITY AND COMMERCE The Port NOLA Strategic Master Plan incorporates a balance of economic analysis, predictive forecasting, facility review, business development expertise, and stakeholder engagement. Our stakeholders are as diverse as our business—and, in addition to being educational and action- oriented, the planning process was carefully crafted to be inclusive of a Input from variety of interests. over 500 individuals informs this Strategic Master Plan.
13 • PORT OF NEW ORLEANS STRATEGIC MASTER PLAN PORT OF NEW ORLEANS STRATEGIC MAMASTER PLAN • 14 2 BRIDGING COMMUNITY AND COMMERCE
PLAN DEVELOPMENT
The Port NOLA Strategic Master Plan was developed through a two-phase process over approximately two years.
Phase 1
Phase 1 included a strategic, predictive analysis of the market, examining global, national, regional, state, and local conditions for cargo and cruise industry needs and projections. This phase also included a thorough review of existing Port assets and capacity, and an analysis of how they may be best utilized.
Phase 2
Phase 2 built on the results of Phase 1 to identify key strategies and facility expansions that will guide future development at Port NOLA. This includes alternative development scenarios, suitability analyses for new facilities and expansion, capital program development, and establishing performance indicators.
15 • PORT OF NEW ORLEANS STRATEGIC MASTER PLAN PORT OF NEW ORLEANS STRATEGIC MASTER PLAN • 16 2 BRIDGING COMMUNITY AND COMMERCE
CONVENING AND CONNECTING Small Group Discussions PEOPLE TO PORT NOLA In addition to the Dock Talks, Port NOLA leadership conducted an extensive campaign Young Freight The wide variety of stakeholders with an Regional Leadership Roundtable of presentations, meetings, and focus group JEDCO interest in Port NOLA’s growth and operations Planning Council discussions throughout the process of Commission extends far beyond our footprint and includes developing this Master Plan. These discussions our tenants, the shipping industry, port with a broad spectrum of organizations helped New Orleans operators, government agencies, community Shipping Parish shape the planning process and address Orleans groups, educational institutions, and the Clean Air Industry Best School opportunities and challenges from multiple Coalition Practices Board neighborhoods we border. Committee perspectives. These collaborative partnerships Jefferson Parish Through a series of open houses, an online will continue to benefit the Port’s efforts. President’s survey, video, social media, public boat tours, Task Force Gulf New New and industry and governmental focus groups, Orleans Intracoastal Orleans Canal the Port was able to reach over 500 individuals Rail Steering City Committee Association for input into this Master Plan. Council Council of Dock Talks American Master Louisiana Mariners Civil In April of 2017, Port NOLA hosted a series of Tulane Bureau of Engineering Business Governmental educational open houses across its jurisdiction Conference Forum Research called Dock Talks to educate the public about the Port and to ask participants what matters Railroads- Shippers most to them about the Port. The interactive Transportation City of New format encouraged productive discussion and Advisory Council Gretna Orleans (RSTAC) Neighborhood diverse participation. Summit
Loyola University American GNO, Planning Inc. Association
17 • PORT OF NEW ORLEANS STRATEGIC MASTER PLAN PORT OF NEW ORLEANS STRATEGIC MASTER PLAN • 18 2
504ward BRIDGING COMMUNITY AND COMMERCE A New Life 4 Us Stakeholders Represented Survey Algiers Point Association Other A brief online survey proved an effective Bond Moroch Neighborhood/ Port Tenant/User/ method for mass data collection and Civic Organization Buck Kreihs Marine Repair Operator/Worker community input for Port NOLA’s planning Bywater Neighborhood Association efforts. With over 200 responses to the Carousel Medical Equipment, LLC survey, this input represents a healthy mix of Government Charbonnet & Associates Agency residential and industrial participants from Children’s Hospital New Orleans across the region. Costco Tourism Industry When asked what is most important about the Dillard University Deep South Center Port, survey respondents directly aligned with Dupuy Sfotor rEangvei r&o nFomrwenatradli nJugs, tLicLeC Non-Maritime Resident Business our mission and vision for the future of the Entergy New Orleans Port—more than two-thirds of respondents Gulf Harbor Shipping, LLC Maritime-Related Business selected Jobs and Economic Opportunities, as Holy Cross Neighborhood Association well as Traffic and Infrastructure. Kingswood Improvement District Lake Pontchartrain Basin Foundation Priorities Identified Missionary Expediters New Orleans Business Alliance Other New Orleans Chamber New Orleans Terminals, LLC Right Talent Environmental Royal Caribbean International Leadership SEACOR AMH/SCF MARINE, Inc. Skyline Steel Tulane Energy Institute U.S. Customs & Border Protection University of New Orleans Historic Veolia Water of North America World Trade Center of Recognition Waterfront
Access Transportation Institute Survey responses New Orleans
Traffic and were received from Infrastructure Jobs and Economic Opportunities a wide range of
organizations. Send your comments to the Port: [email protected]
19 • PORT OF NEW ORLEANS STRATEGIC MASTER PLAN PORT OF NEW ORLEANS STRATEGIC MASTER PLAN • 20 2 What some had BRIDGING COMMUNITY AND COMMERCE
to say in survey The Port is why New Orleans has become the city it is today and was such an responses... integral part of daily life throughout most of the city’s history—it would I would love be fantastic to rebuild some to see this of those neighborhood and information shared with The Port should also consider daily connection opportunities our city’s links to educational institutions throughout the Port for better access youth. to support workforce and visibility. development and to increase, as high as feasible, levels of Orleans residents’ participation in Port economic opportunities and investments. Please, continue to build a thriving, profit-making, cruise ship industry at the Port of New Orleans. I want more cruise ships, and their offices, to be “stationed” here. I believe this shipping industry is A CONTINUOUS LEARNING OPPORTUNITY good for the city’s economy (city taxes), I think most people in the region Involving our stakeholders and informing the public in the planning its workers, and citizens. have very little understanding or process was an initial, informative step for Port NOLA. While we I believe this type of industry can knowledge of the impact Port NOLA learned that there is a need for more educational outreach, we also be very environmentally friendly, has on them, the total footprint discovered that public opinion and priorities are very much aligned sustainable, and give the city great of the Port and the potential it with our mission and vision for growth. Regular communication and publicity—and it can grow the city’s has for significant economic educational opportunities about Port NOLA are in demand and will help local tourist economy! I like to think growth for the region. the Port build even stronger relationships and partnerships; Port NOLA of the Port as being part of will continue to build on and learn from this experience for the future “environmental tourism”! implementation of the Master Plan.
21 • PORT OF NEW ORLEANS STRATEGIC MASTER PLAN PORT OF NEW ORLEANS STRATEGIC MASTER PLAN • 22 3 UNDERSTANDING PORT NOLA TODAY 3
In 2017, Port UNDERSTANDING PORT NOLA TODAY NOLA shipped An assessment of existing facilities and infrastructure is a necessary precursor to the development of an actionable plan that will allow Port 36.5 million short NOLA, along with our customers and tenants, to operate efficiently, capitalize on geography and history, and develop sustainably over the tons of cargo, including short, medium, and, long term. In addition to cataloging Port NOLA’s 9.1 million short extensive asset portfolio and assessing potential for growth of its current footprint, this chapter also highlights key milestones in Port NOLA’s history. tons in breakbulk, and welcomed over 1.15 million cruise passengers.
23 • PORT OF NEW ORLEANS STRATEGIC MASTER PLAN PORT OF NEW ORLEANS STRATEGIC MAMASTER PLAN • 24 3 UNDERSTANDING PORT NOLA TODAY 1920 1946 1996 2017 2014 Port NOLA established the New Orleans became Port NOLA purchased the Port NOLA and New PORT NOLA THEN The City of New Orleans Harbor Police Department and the second Foreign- 1990 Perry Street Wharf in Gretna, Orleans Public Belt granted it full policing powers. Trade Zone location including 57 acres of land. opened Crescent Park on Railroad become Port NOLA’s history dates back in the U.S. Louisiana World former Port NOLA wharves. strategically aligned long before its incorporation as a Exhibition’s under Port NOLA. public port authority in 1896. As a Canadian Plaza port city, New Orleans has been a 1923 converted into 2004 2006 1960 the Julia Street center for international trade for The Inner Harbor Port NOLA opened Port NOLA 2015 Uptown wharves Cruise Terminal the Napoleon Avenue 300 years since its founding by Navigation Canal, opened the Erato Port NOLA joined dedicated and for oceangoing Container Terminal the French in 1718. created by the Street Cruise Green Marine. cruise ships. Port, opened. commissioned. Complex on the Terminal. Mississippi River.
French colonials Port NOLA reopened 12 days founded New 1908 1976 2013 Orleans as a Moonwalk after Hurricane Katrina despite headquarters for The City of New Orleans opened along the experiencing over $300 million Henry Clay Avenue commercial land established the New French Quarter in damage. Refrigerated development. Orleans Public Belt riverfront. Terminal storage Railroad to serve the 2005 1718 facility was Port of New Orleans commissioned. 2016 and provide equitable service and rates to Mississippi River 1896 rail users. 1940 1984 1998 2008 Intermodal Terminal at Milan Street Wharf The Louisiana Legislature created the 18 new riverfront wharves World’s Fair Expo Port NOLA became a London Port NOLA 2020 Master Plan opened. Board of Commissioners of the Port were built, and the Public improvements at Erato Metals Exchange port and developed to ensure systematic of New Orleans to administer public Grain Elevator began Street Wharf used for is now consistently in the coordination of Hurricane Katrina wharfs and regulate trade and traffic. operation. first cruise terminal. top 3 nationwide. recovery projects.
25 • PORT OF NEW ORLEANS STRATEGIC MASTER PLAN PORT OF NEW ORLEANS STRATEGIC MASTER PLAN • 26 3 UNDERSTANDING PORT NOLA TODAY
PORT NOLA NOW: Port NOLA handles domestic and international SHIPPING IS OUR PASSION commodities and products at its cargo terminals and passengers at its cruise terminals along its jurisdiction Port NOLA has a maritime servitude along the Mississippi spanning more than 30 miles of Mississippi River River in its tri-parish jurisdiction, from Mississippi River waterfront and the Inner Harbor. mile marker 81 to 115, and has constructed various Louisiana is a central source of energy-related oil and gas maritime facilities throughout. Also, Port NOLA owns mining/products and non-durable manufacturing (including industrial property making up a substantial portion petro-based products, chemicals, plastics, and foods). This of the waterfront land on the Inner Harbor. economic base helps to identify Port NOLA’s core markets. Port NOLA generates operating revenue through rental of its facilities and land and other fees, but collects no taxes, further Port NOLA’s facilities include 40 berths, emphasizing the need for fiscal 20 million square feet of cargo-handling area, prudence and efficient use of assets. At cargo facilities, rent is six ship-to-shore gantry cranes, more than typically based on the amount of cargo handled, often with a 3.1 million square feet of covered storage Finally, and with great significance for the long-term success By leveraging intermodal rail connections to new minimum annual guarantee. area, and 1.7 million square feet of cruise of Port NOLA and its customers, the New Orleans Public markets like Dallas/Ft. Worth and Atlanta and existing Additional revenue is generated Belt Railroad (NOPB) was acquired by the Port in a landmark connections to Memphis, Chicago, and Canada, the through dockage fees, crane rental, terminal and parking facilities. realignment of assets with the City of New Orleans. This Port’s ingress and egress will be expanded and highway harbor fees, passenger wharfage, railroad connects Port NOLA facilities to six Class I railroads, congestion reduced. and industrial land leases. making Port NOLA the only deepwater U.S. port with this In addition to constructing facilities, Port NOLA provides Port NOLA’s container facilities are located at its upriver advantage. The synergy of Port NOLA and NOPB greatly water service for vessels, dredges to maintain appropriate terminals at the Napoleon Avenue Container Terminal enhances the Port’s ability to achieve its strategic growth drafts upwards of 45 feet at its berths, drives fender piles, Complex, while breakbulk facilities are located upriver, objectives and ensures that NOPB can provide cost-effective, maintains and operates four bridges, and provides its own downriver, and on the Inner Harbor. Cruise facilities are equitable, and reliable service to all users. This new, fourth security force through the Harbor Police Department and conveniently located in the historic core of the city’s riverfront. line of business provides certainty to ocean carriers who need fire tug crew. greater access to rail.
27 • PORT OF NEW ORLEANS STRATEGIC MASTER PLAN PORT OF NEW ORLEANS STRATEGIC MASTER PLAN • 28 N
D Lake Pontchartrain BLV SEABROOK YNE 3 CAUSEWAY A N.O. H UNDERSTANDING PORT NOLA TODAY LAKE PONTCHATRAI SURGE Lakefront GATE Airport I-10 90 CSX
VETERANS HWY MORRISON R D PARIS RD
Jefferson Parish RD JOURDAN Orleans Parish CHEF MENTEUR HWY
Y NS l W
K
P I.H.N.C. Cana
61 W
E I G.I.W.W.
V
CN R - KCS A E AIRIE RD L ET
C M CAUSEWAY BLVD 610 Michound s AIRLINE DR NS is Orleansernard Parish Parish s NOPB B ip p St. i GENTILLY G.I.W.W. R JEFFERSON HWY KCS iv LAKE BORGNE e r Orleans Parish SURGE BARRIER FLORIDA AVE I-10 St. Bernard • TULANE AV Lake Borgne S. CLAIBORNE AVE N. CLAIBORNE AVE NS Parish E 105 • ST. CLAUDE 11 0 HARAHAN • • AVE NINE MILE POINT • 95 Existing Port Land Uses • • • ALGIERS • JUDGE PEREZ DR • 90 Industrial • PARIS RD Container • Real Estate • CHALMETTE 0 NEW ORLEANS ST. BERNARD HWY Breakbulk Rail GENERAL • • NOPB MEYER AV • G 90 MERAUX Cruise Other EN r GRETNA ER E • 100 ve AL and Tourism Infrastructure Ri Orleans Parish pi DE sip Jefferson Parish G • issis A M 90 U • L NOGC LE • D R
Harvey Cana HARVEY • • 29 • PORT OF NEW ORLEANS STRATEGIC MASTER PLAN • PORT OF NEW ORLEANS STRATEGIC MASTER PLAN • 30 . l . .W.W
G.I • STANTON
85 HENDERSON ST
Robin Street Wharf
WATER ST
RACE ST Wharf
Orange Street
ORANGE ST NOPB
ST RICHARD ST
RELIGIOUS
TCHOUPITOULAS ST MARKET ST S PETERS ST
Market Street Wharf
ST. JA MES ST Y
RUCKWA RY T
CELESTE ST CLARENCE HEN FELICITY ST
Celeste Street Wharf ST. MARY NOPB
ST
ST. ANDREW ST
ITOULAS ST
TCHOUP JOSEPH ROUSSEAU ST
INE ST
JACKSON AVE SORAPARU ST
PHILIP ST
St. Andrew Street Wharf E SORAPARU ST W SORAPARU ST
FIRST ST Ferryinal Term f FOURTH ST SECOND ST
CLARENCE HENRY TRUCKWAY First Street Whar WASHINGTON AV THIRD ST
E LIVAUDAIS ST
PLEASANT ST SEVENTH ST NINTH ST NOPB TOLEDANO ST HARMONY ST TCHOUPITOULAS ST Third Street Wharf (Harbor Police Office) ST THOMAS ST LOUISIAN CLARENCE HENRY TRUCKWAY
A AV ANNUCIATION ST DELACHAISE ST
E
ALINE ST
FOUCHER ST
ANTONINE ST
AMELIA ST
GENERAL TAYLOR ST PENISTON ST TCHOUPITOULAS ST Seventh Street Wharf
CONSTANIOPLE ST
AUSTERLIZ ST E
HENRY CLAY AV CLAY HENRY NOPB MARENGO ST
MILAN ST
E AV NASHVILLE ARABELLA ST ARABELLA
NOPB AV JEFFERSON
LYONS ST
UPPERLINE ST UPPERLINE
STATE ST STATE
BELLECASTLE ST BELLECASTLE DUFOSSAT ST DUFOSSAT
JOSEPH ST JOSEPH TCHOUPITOULAS ST
VALMONT ST VALMONT
OCTAVIA ST OCTAVIA ROBERT ST ROBERT
NAPOLEON AV Harmony Street Wharf
ALONZO ST ALONZO CLARENCE HENRY TRUCKWAY
ELEONORE ST ELEONORE E TCHOUPITOULAS ST 3 Henry Clay Ave S FRONT ST NOPB e ”
TCHOUPITOULAS ST UNDERSTANDING PORT NOLA TODAY E ” Marshalling NOPB CLARENCE HENRY TRUCKWAY Louisiana Av Roundhouse Advanced Gate Area Marshalling Yard “G Appointment System Intermodal Yard Louisiana Avenue Wharf “E Henry Clay Port Maintenance Avenue Wharf S FRONT ST Facilities Warehouse NOPB NOPB NOPB Louisiana Avenue State Street CLARENCE HENRY TRUCKWAY Milan Street Marshalling Marshalling Yard “E” Marshalling Yard Yard Gear House CLARENCE HENRY TRUCKWAY
TERMINAL DR Eleonore COFFEE DR Marshalling NOPB TERMINAL DR Yard Warehouse Nashville Avenue Coffee Nashville Avenue Wharf Marshalling Yard “A” Silo A WAREHOUSE RD Napoleon Avenue Milan Street Wharf Nashville Avenue Nashville Avenue Marshalling Yard “A/B” NOPB Marshalling Yard “B” Marshalling Yard “C” TERMINAL DR
Napoleon Avenue ” Open Wharf Nashville Avenue Wharf B Nashville Avenue Wharf C Napoleon Avenue Wharf “C ” Mississippi River Napoleon Avenue Wharf “A” Napoleon Avenue Wharf “B 3,700 feet of container berths
Nashville Terminal 6,200 linear feet of track 2 electric rubber tire gantry cranes Ports America Louisiana, LLC Napoleon Terminal Access to 6 Class I railroads CONTAINER CARGO Acreage 103 New Orleans Terminal, LLC Container Depth 40-45 feet Acreage 117 FACILITIES Depth 35-45 feet Highway Connection Industrial Clarence Henry Truckway/ The Napoleon Avenue Container Terminal Tchoupitoulas Corridor Complex comprises Port NOLA’s container Rail handling facilities and is operated by New Other Infrastructure 130 Acres for container stacking Orleans Terminal, LLC and Ports America Louisiana, LLC, each with its own container 1,000 psf live load storage areas and a shared gate. The largest Ability to stack loaded containers 99.5 45 840K 5-high container carriers in the world provide Miles Above Head of Feet of Draft TEUs Current service from New Orleans to every major Passes, East Bank, Capacity trade lane across the globe. Mississippi River 6 ship-to-shore cranes
31 • PORT OF NEW ORLEANS STRATEGIC MASTER PLAN PORT OF NEW ORLEANS STRATEGIC MASTER PLAN • 32
HENDERSON ST
Robin Street Wharf Street Robin
WATER ST WATER
Wharf Orange Street Street Orange
RACE ST NOPB
ORANGE ST
RICHARD ST
ST
Market Street Wharf Street Market
AS AS
ST
S PETERS ST PETERS S
UPITOUL TCHO
RELIGIOUS RELIGIOUS MARKET ST
RY TRUCKWAY ES ST ST. JAM HEN
ENCE
CLAR
CELESTE ST
Celeste Street Wharf FELICITY ST
NOPB
ST. MA RY ST
ST. ANDREW ST ITOULAS ST
TCHOUP
JOSEPHINE ST
ROUSSEAU ST
JACKSON AVE St. Andrew Street Wharf
inal Ferry
PHILIP ST Term SORAPARU ST
E SORAPARU ST rf W SORAPA
RU ST
First Street Wha FIRST ST CLARENCE HENRY TRUCKWAY
SECOND ST
THIRD ST FOURTH ST
WASHINGTON AVE
Third Street Wharf (Harbor Police Office)
NOPB
LIVAUDAIS ST
TCHOUPITOULAS ST
SEVENTH ST
CLARENCE HENRY TRUCKWAY
NINTH ST
ST THOMAS ST
HARMONY ST PLEASANT ST
TOLEDANO ST Seventh Street Wharf
LOUISIANA AV
E
NOPB
DELACHAISE
ST
ALINE ST Harmony Street Wharf ANNUCIATION ST
FOUCHER ST
ANTONINE ST
” AMELIA ST
CLARENCE HENRY TRUCKWAY PENISTON ST
GENERAL TAYLOR ST
Louisiana Avenue Wharf “E
e ”
AUSTERLIZ ST
Louisiana Av CONSTANIOPLE ST TCHOUPITOULAS ST Marshalling Yard “G
MARENGO ST
Louisiana Avenue NOPB MILAN ST Marshalling Yard “E”
CLARENCE HENRY TRUCKWAY
Intermodal Yard
NAPOLEON AV Milan Street Marshalling Yard
E
TERMINAL DR
TCHOUPITOULAS ST
LYONS ST e NOPB Milan Street Wharf UPPERLINE ST Roundhous
ROBERT ST
DUFOSSAT ST
CLARENCE HENRY TRUCKWAY BELLECASTLE ST HENDERSON ST NOPB NapoleonOpen AvenueWharf S FRONT ST
VALMONT ST ”
Robin Street Wharf
WATER ST
JEFFERSON AV Napoleon Avenue Wharf “C
RACE ST Napoleon Avenue OCTAVIA ST E ” Wharf Marshalling Yard “A/B” TCHOUPITOULAS ST Warehouse Orange Street JOSEPH ST NOPB
ARABELLA ST ORANGE ST
NASHVILLE AVE NOPB CLARENCE HENRY TRUCKWAY WAREHOUSE RD ” Napoleon Avenue Wharf “B ” Coffee Nashville Avenue ST COFFEE DR Silo ST RICHARD ST Marshalling Yard “C
RELIGIOUS
Napoleon Avenue Wharf “A ELEONORE ST
TCHOUPITOULAS
ALONZO ST MARKET ST TCHOUPITOULAS ST S PETERS ST Nashville Avenue
STATE ST Marshalling Yard “B” Market Street Wharf C ST. JA MES ST
HENRY CLAY AVE ” Nashville Avenue Wharf TRUCKWAY NOPB Nashville Avenue TERMINAL DR CELESTE ST Marshalling Yard “A B S FRONT ST FELICITY S CLARENCE HENRY
T Eleonore Nashville Avenue Wharf NOPB Marshalling Yard ST. MARY ST Lake Pontchartrain Celeste Street Wharf Gear House NOPB 3 I State Street . H Marshalling ST. ANDREW STUNDERSTANDING PORT NOLA TODAY . d TERMINAL DR N Henry Clay Ave Yar . Warehouse C Marshalling NOPB 6 . G.I.W.W. Area A PITOULAS ST ROUSSEAU ST JOSEPH TCHOU 5 3 Nashville Avenue Wharf INE ST SORAPARU ST Henry Clay JACKSON AV 4 Avenue Wharf First Street Wharf 2 NOPB Mississippi River 1 E M is Empire StevedoringPHILIP ST (LA), Inc. si ssi Nashville Terminal Acreage 5.6 ppi E SORAPARU ST
TCHOUPITOULAS ST 7 River DepthW SORAPARU ST35 feet E HENRY CLAY AV CLAY HENRY 8 Ports America Louisiana, LLC St. Andrew Street Wharf
NOPB Acreage 103 FIRST ST Depth 30 feet FOURTH ST SECOND ST Ferry
WASHINGTON AVE
E NASHVILLE AV NASHVILLE Henry Clay Avenue f
STATE ST STATE Terminal 1 THIRD ST Refrigerated Terminal CLARENCE HENRY TRUCKWAY
Henry Clay Av ST ARABELLA First Street Whar ALONZO ST ALONZO PLEASANT ST
JOSEPH ST JOSEPH New Orleans Cold Storage & Marshalling AV JEFFERSON
OCTAVIA ST OCTAVIA ELEONORE ST ELEONORE
S FRONT ST TOLEDANO ST Warehouse Co. Ltd. NINTH ST Area BREAKBULK CARGO FACILITIES LIVAUDAIS ST Henry Clay e SEVENTH ST
VALMONT ST VALMONT Acreage BELLECASTLE ST BELLECASTLE 12.6 Avenue Wharf HARMONY ST
LOUISIANA AV
DUFOSSAT ST DUFOSSAT 2 E Depth 35 feet
ROBERT ST ROBERT Breakbulk is part of the historic beginning of Port ANNUCIATION ST UPPERLINE ST UPPERLINE ST THOMAS ST NOPB
LYONS ST LYONS DELACHAISE ST TCHOUPITOULAS ST Warehouse NOLA and we remain committed to being a leader in
FOUCHER ST ALINE ST TCHOUPITOULAS ST ST CONSTANIOPLE GENERAL TAYLOR ST ANTONINE ST
E MILAN ST MILAN MARENGO ST MARENGO PENISTON ST AMELIA ST Third Street Wharf AUSTERLIZ ST AUSTERLIZ CLARENCE HENRY TRUCKWAY State Street NOPB the U.S. breakbulk market because of our excellent (Harbor Police Office)
Marshalling waterwayAV NAPOLEON and rail connectivity. Non-containerized Yar d TCHOUPITOULAS ST Gear House cargo primarily includes breakbulk with some bulk TCHOUPITOULAS ST NOPB TERMINAL DR S FRONT ST Roundhous NOPB Seventh Street Wharf Mississippi River NOPB e commodities handled by five terminal operators:
Eleonore E NOPB Marshalling NOPB Ports America Louisiana, LLC, Coastal Cargo Yard Nashville Avenue Wharf CLARENCE HENRY TRUCKWAY NOPB CLARENCE HENRY TRUCKWAY Company, LLC, Empire Stevedoring CLARENCE(LA) Inc., HENRY TRUCKWAY Seaonus CLARENCE HENRY TRUCKWAY Harmony Street Wharf Nashville Avenue COFFEE DR Intermodal Yard e A Marshalling Yard “A Stevedoring New Orleans, LLC, and New Orleans Cold Louisiana Av ” NOPB ” Marshalling Yard “G ” Storage & Warehouse Co. Ltd. There are currently 24 13 berths totaling 13,511 feet Warehouse Coffee Louisiana Avenue Wharf “E Silo ocean carriers that call at Port NOLA withMilan breakbulk Street Marshalling Yard and bulk commodities. All of the terminals have Louisiana Avenue Nashville Avenue WAREHOUSE RD TERMINAL DR Marshalling Yard “E” Container Highway Connection Marshalling Yard “B” capabilities to discharge and load directly from Nashville Avenue Napoleon Avenue Clarence Henry Truckway/ Marshalling Yard “C Marshalling Yard “A/B” vessel to barge or rail car. Value-added servicesTERMINAL DR Breakbulk Tchoupitoulas Corridor Nashville Avenue Wharf ” Louisiana Avenue B 2.2M 95.5 Nashville Avenue Wharf include unloading rail cars and transloading bulk Rail Terminal Complex Acres of Open C commodities from bargeMilan Street for Wharftransfer in containers. Square Feet of 329,176 square feet in two Coastal Cargo Company, LLC Other Infrastructure Space Area modern refrigerated warehouses Acreage 37.1 Transit Shed Area located dockside Napoleon Avenue Wharf “A ” Napoleon Avenue Depth 35 feet ” Napoleon Avenue Wharf “B” Napoleon Avenue Wharf “C Open Wharf
33 • PORT OF NEW ORLEANS STRATEGIC MASTER PLAN PORT OF NEW ORLEANS STRATEGIC MASTER PLAN • 34 NOPB
NOPB
N ROBERTSON ST
N ROBERTSON ST
N VILLERE ST N VILLERE ST
N VILLERE ST N VILLERE ST
UROHUART ST UROHUART ST UROHUART ST
E UROHUART ST
JAPONICA ST
E MARAIS ST JOURDAN AV
CHICKASAW ST
JAPONICA ST MARAIS ST JOURDAN AV ST CLAUDE AVE
POLAND AVE
ST CLAUDE AVE ALVAR ST N RAMPART ST NOPB
FRANCE RD RAMPART ST
BURGUNDY ST POLAND AVE
HIGGINS BLVD BURGUNDY ST NOPB N RAMPART ST E
DAUPHINE ST SISTER ST
RAMPART ST JOURDAN AV
DAUPHINE ST LESSEPS ST NOPB ROYAL ST BURGUNDY ST ALVAR ST
E ROYAL ST Holy Cross POLAND AVE College
BURGUNDY ST FLOOD ST
NOPB CHARTRES ST ROYAL ST CAFFIN AV
E
LAMANCHE ST
CHARBONNET ST GORDON ST NOPB REYNES ST
NOPB FORSTALL ST
N ROBERTSON ST LIZARDI ST DAUPHINE ST SISTER ST EGANIA ST
ANDRY ST
JOURDAN AV CHARTRES ST Poland Avenue Whar DAUPHINE ST f LESSEPS ST N VILLERE ST FRANCE RD ROYAL ST DOUGLAS ST N VILLERE ST
E ROYAL ST Holy Cross N PETERS ST ALABO ST POLAND AVE College UROHUART ST TUPELO ST FLOOD ST
CHARTRES ST ROYAL ST CAFFIN AV ST MAURICE ST
UROHUART ST LAMANCHE ST TERMINAL RD BIENVENUE ST CHARBONNET ST GORDON ST
NOPB E REYNES ST Alabo Street Terminal
FORSTALL ST LIZARDI ST RD JOURDAN
EGANIA ST
ANDRY ST JAPONICA ST ALVAR ST. MARAIS ST JOURDAN AV CHARTRES ST Poland Avenue Whar f
FRANCE ROAD PKW ST CLAUDE AVE Mississippi River 3 4 6 7 Berth No. 6 DOUGLAS ST 3 UNDERSTANDING PORT NOLA TODAY
CAROLINE ST
Y
POLAND AVE
St. Claude Bridge N PETERS ST ALABO ST N RAMPART ST
TUPELO ST
PATTERSON DR RAMPART ST ST MAURICE ST Berth No. 5
I.H.N.C. BIENVENUE ST Merrill Street and FRANCE RD Jourdan Road Terminal NOPB BURGUNDY ST Alabo Street Terminal Hines Lane CONSTITUTION ST Buck Kreihs Marine Repair, LLC Mississippi River BURGUNDY ST Acreage 4.5 + 19 Open
NOPB NEWTON ST
MERRILL ST MERRILL Breakbulk Overflow Area BLVD SOUTHLAWN E
HUNLEY LN HUNLEY Pump
TERRY ST TERRY MICHAEL ST MICHAEL Station
DAUPHINE ST SISTER ST FLANDERS ST FLANDERS
JOURDAN AV
Berth No. 4 DAUPHINE ST Alabo Street Terminal N DORGENOIS ST LESSEPS ST Seaonus Stevedoring France Road Terminal ROYAL ST FRANCE ST Norfolk Southern Railway N ROCHEBLAVE ST DE ARMAS ST New Orleans, LLC HARBOR ROAD WEST Berth 1 3 Acreage 12.2 The Kearney Companies, Inc.
Depth 38 feet E BerthsLAWRENCE ST No. 2 &
BRIENGER ST
FLORIDA AVE Acreage + 6.2 Open ST TITA
FRANCE RD FRANCE ROYAL ST Holy Cross N TONTI ST 28 MURL ST MURL CHICKASAW ST POLAND AVE Poland Avenue Wharf College Breakbulk Overflow Area TECHE ST LAMARQUE ST Open FLOOD ST CAROLINE ST ROYAL ST CAFFIN AV CHARTRES ST N MIRO ST Acreage 6.6 TERMINAL RD LAMANCHE ST
CHARBONNET ST GORDON ST NOPB Depth 35 feet REYNES ST
SICRATES ST l 8 FORSTALL ST Breakbulk Overflow Area 5 PTOLEMY ST Perry Street Wharf LIZARDI ST
MAGELLAN ST ALVAR ST EGANIA ST
ONNECTION
RUPP ST
COLUMBUS ST
PERRY ST
ANDRY ST LESSEPS ST Boland MarineAMERICUS ST and Industrial, LLC BROOKLYN ST MCDONOUGH ST Jourdan Road Terminal Pump CONNECTION MADISON ST and Fauries Weighing, Inc. JOURDAN RD FranceBerth Road No.Termina 1 CHARTRESStatio ST n Acreage 6.4 + 33.3 Open MADISON ST New Orleans Cold Storage & Pump Poland Avenue Whar PATTERSON DR Depth 50 feet Station CRESCENT CITY C f Warehouse Co. Ltd. MarshallingFlorida Area Avenue Acreage 9.9 CRESCENT CITY Breakbulk Overflow Area FloridaWharf Avenue Depth 30 feet ISBELL ST
ANSON ST NOPB DOUGLAS ST BURMASTER ST WEIDMAN ST
JEFFERSON ST CONSTITUTION ST I.H.N.C.
Perry Street Wharf
HIGGINS BLVD f Breakbulk N PETERS ST
Mississippi River NEWTON ST ALABO ST MERRILL ST MERRILL SOUTHLAWN BLVD SOUTHLAWN Jourdan Road Terminal Florida Avenue Bridge
Industrial TUPELO ST
HUNLEY LN HUNLEY ADAMS ST TERRY ST TERRY
ST MAURICE ST
ALVAR ST ST MICHAEL HARBOR ROAD EAST
NOPB
Rail ST FLANDERS BIENVENUE ST Gov. Nicholls Street Whar Street Nicholls Gov. Other Infrastructure Alabo Street Terminal
Bayou Bienvenue Mississippi River WASHINGTON ST G.I.W.W.
FRANCE RD
FLORIDA AVE 35 • PORT OF NEW ORLEANS STRATEGIC MASTER PLAN DE ARMAS ST PORT OF NEW ORLEANS STRATEGIC MASTER PLAN • 36
URSULINE ST 6 Berth No. No. Berth N DORGENOIS ST
ST PHILIP ST ST TITA JOURDAN AVE
A RT MURL ST MURL
LAMARQUE ST N ROCHEBLAVE AV Moon walk Moon
DUMAINE ST
N TONTI ST DESLONDE ST
f MADISON ST Whar E
Toulouse Street Street CAROLINEToulouse ST
Square
Jackson
5 No. Berth
Wharf
f
Canal Street Wharf Street Canal f
Bienville Street Whar Street Bienville
Thalia Street Whar Street Thalia Poydras Street Poydras
f Whar Street Erato
Julia Street Wharf Street Julia Julia Street Wharf Street Julia
Woldenberg Park Woldenberg
CRESCENT CITY CONNECTION CRESCENT CITY CONNECTION
Port NOLA Port
s s
i PORT OF NEW ORLEANS PL ORLEANS NEW OF PORT
u Aquarium
NOPB NOPB
f l Cathedra
St. Lo St.
A
WILKINSON ST RT
Robin Street Whar Street Robin
A RT DECATUR ST DECATUR
TOULOUSE ST PATTERSON DR
WATER ST WATER T Wharf Street Orange
T CANAL PLACE WEST PLACE CANAL
S ST FRONT N Ernest N. Morial Convention Center Convention Morial N. Ernest ALVAR ST. ST CHARTRES ST LOUIS S FRANCE ROAD PKW BIENVILLE
CLAY ST CLAY CONSTITUTION ST
IBERVILLE ST
HENDERSON ST HENDERSON
S FRONT BLVD FRONT S
N PETERS ST PETERS N
4 No. Berth
Y CONTI ST CANAL ST
CONVENTION CENTER BLVD CENTER CONVENTION
CLINTON ST CLINTON
NEWTONST ST FULTON
MERRILL ST MERRILL
SOUTHLAWN BLVD SOUTHLAWN
f Whar Street Market
DECATUR ST DECATUR POYDRAS ST FULTON ST FULTON
GIROD ST HUNLEY LN HUNLEY JULIA ST
D AVE
CALLIOPE ST CALLIOPE TERRY ST TERRY CALLIOPE ST
S PETERS ST PETERS S NOTRE DAME ST
MICHAEL ST MICHAEL ST. JOSEPH ST
FLANDERS ST FLANDERS ST PETERS S N. DIAMOND ST S. DIAMOND ST HOWAR TRIANGLE ST GAIENNE ST GAIENNE ST PETERS S
.
CHARTRES ST CHARTRES
COMMERCE ST COMMERCE 3 ST DORSIERE
FRANCE RD COMMON ST LAFAYETTE ST ST PETERS S
JOHN CHURCHILL CHASE ST CHASE CHURCHILL JOHN RACE ST
GRAVIER ST. ST TCHOUPITOULAS ORANGE ST
TERPSICHORE ST TERPSICHORE CLARENCE HENRY TRUCKWAY HENRY CLARENCE
Berths No. 2 & RICHARD ST
DE ARMAS ST
OULAS ST OULAS
TCHOUPIT Celeste Street Wharf Street Celeste
NOPB
TITA ST TITA MURL ST MURL
l LAMARQUE ST MARKET ST RELIGIOUS ST RELIGIOUS
NUNS ST
ST ORANGE ST
HARBOR ROAD EAST CELESTE ST
HARBOR ROAD WEST Berth No. 1 FELICITY ST
Norfolk Southern Railway France Road Termina
ST MARY ST
Pump Station FLORIDA AVE
Bayou Bienvenue f
ST ANDREW ST Florida Avenue RDWY FERRY
Marshalling Area N DORGENOIS ST Whar Street Andrew St.
FRANCE ST ROUSSEAU ST ROUSSEAU
JOSEPHINE ST N ROCHEBLAVE ST Wharf FLORIDA AVE
Florida Avenue
N TONTI ST
N DORGENOIS ST N MIRO ST
JOURDAN AVE LESSEPS ST NOPB N ROCHEBLAVE AV DESLONDE ST
E
N TONTI ST JOSEPHINE ST JOSEPHINE ROUSSEAU ST
CHARTRES ST .
GRAVIER ST GRAVIER DORSIERE ST
COMMON ST COMMON
TCHOUPITOULAS ST . ST ANDREW ST ANDREW ST
St. Andrew Street Whar ST LAFAYETTE DECATUR ST
FERRY RDWY CONTI ST CONTI
CLINTON ST COMMERCE ST
CHARTRES ST S
N PETERS ST LOUIS ST
f
CANAL ST CANAL
IBERVILLE ST IBERVILLE POYDRAS ST POYDRAS
ST MARY ST MARY ST
S PETERS ST T
BIENVILLE BIENVILLE CLAY ST ST TOULOUSE
St. Lo
NOTRE DAME ST DAME NOTRE
FELICITY ST FELICITY Cathedral GIROD ST GIROD
JOHN CHURCHILL CHASE ST u WILKINSON ST WILKINSON
CELESTE ST CELESTE S is T
ST ORANGE ST ORANGE ST S PETERS ST FULTON ST N FRONT ST DECATUR ST
RELIGIOUS ST ST JULIA
N. DIAMOND ST DIAMOND N.
MARKET ST MARKET ST. JOSEPH ST JOSEPH ST.
S. DIAMOND ST DIAMOND S.
R HOWA TRIANGLE ST TRIANGLE CANAL PLACE WEST FULTON ST S FRONT BLVD
GAIENNE ST 3 NUNS ST NUNS Jackson UNDERSTANDING PORT NOLA TODAY TERPSICHORE ST S PETERS ST AVE D NOPB Square RTA CRUISE SHIP FACILITIES TCHOUPIT
OULAS ST CONVENTION CENTER BLVD ST MADISON
CALLIOPE ST Port NOLA reinforces one of the state’s major economic engines and Woldenberg Park ST DUMAINE
CALLIOPE ST
cruise and tourism contribute to Port NOLA’s diversity. Through strategicST RICHARD Aquarium RACE ST RACE
NOPB ST ORANGE f Toulouse Street
investments,Celeste Street Wharf effective marketing, proximity to a vibrant downtown, airport, Bienville Street Whar ST PHILIP ST Wharf and large drive-in market, among other factors, Port NOLA is now the Dream 3,646 RTA HOMEPORTED VESSEL PASSENGERS sixth-largest cruise port in the country. Oceangoing vessels are currently Moon walk S PETERS ST 7-night cruises @ Erato Terminal Every Sunday RTA
CLARENCE HENRY TRUCKWAY Canal Street Wharf accommodated at two existing facilities, and with recent cruise line ST URSULINE Poydras Street commitments, the facilities are fast approaching full capacity. Riverine cruise Wharf Triumph 2,754 Ernest N. Morial Convention Center berths and terminal space are also nearing capacity, as demand grows. As HOMEPORTED VESSEL PASSENGERS NOPB 4- and 5-night cruises @ Erato Terminal Every other modern, oceangoing cruise ships exceed 170-foot air draft, future terminal HENDERSON ST Julia Street Wharf Monday, Thursday, and Saturday development will need to be located at a deep-draft wharf that is downriver of the Crescent City Connection Bridge. Riverine cruise ships should be PORT OF NEW ORLEANS PL Market Street Wharf Julia Street Wharf located with easy access to the city’s historic tourist core. *
Pearl 2,394WATER ST Gov. Nicholls Street Whar HOMEPORTED VESSEL PASSENGERS Erato Street Wharf CRESCENT CITY CONNECTION Ocean Cruising Riverine Cruising 7-night cruises @ Julia Terminal Every Sunday; Orange Street Wharf Julia Street Terminal seasonally CRESCENT CITY CONNECTION Port NOLA Norwegian Cruise Line Carnival Cruise Line is the Port NOLA is one of the top riverine Robin Street Wharf f Square Footage 100,000 largest operator from Port ports in the United States. Poydras Thalia Street Whar Depth 37 feet NOLA—making 130 homeport and Thalia Street Wharves welcome Erato Street Terminal Year Built 1990 Renovated 2011 f of the turns in 2017. Other Carnival the American Queen Steamboat Co. Vision Seas 2,514 Carnival Cruise Line HOMEPORTED VESSEL PASSENGERS Square Footage 100,000 brands will add nine additional and American Cruise Lines vessels Depth 30 feet Returning in winter 2018 @ Julia Terminal Every port-of-call turns this year. at their berths. Our five homeported Saturday Year Built 2006 Renovated 2014 Norwegian Cruise Line, the riverine vessels, currently scheduled 2 berths, each 1,250 feet second-largest brand from Port to turn 91 calls in 2018, will account NOLA, operates the Norwegian for 3-5% of the total cruise passengers BOARDING PASS TO Pearl with 23 homeport turns. traveling to and from New Orleans. Mississippi River 1,000 parking spaces at Erato In 2018, Royal Caribbean will Viking River Cruises is anticipated Cruise NOLA Street Terminal Cruise and Tourism bring Vision of the Seas with to commence operations from Port *4,000 Passenger Breakaway will replace Pearl when 250-700 parking spaces at Julia 13 homeport turns. NOLA starting in 2020. Norwegian returns for the 2018-2019 season Street Terminal (flex lease based Rail on HPT ships) Other Infrastructure
37 • PORT OF NEW ORLEANS STRATEGIC MASTER PLAN PORT OF NEW ORLEANS STRATEGIC MASTER PLAN • 38
WASHINGTON ST WASHINGTON Perry Street Wharf Street Perry
CRESCENT CITY CONNECT
CRESCENT CITY CONNECT
BROOKLYN ST BROOKLYN ADAMS ST ADAMS SICRATES ST
PTOLEMY ST MADISON ST MADISON
ION
MAGELLAN ST ION
ISBELL ST
COLUMBUS ST
JEFFERSON ST JEFFERSON BURMASTER ST MCDONOUGH ST ST TECHE
ANSON ST
AMERICUS ST
WEIDMAN ST MADISON ST MADISON LAWRENCE ST
BRIENGER ST RUPP ST
PERRY ST New Orleans Lakefront Airport Norfolk Southern Railway
CONGRESS DR HAYNE BLVD
FRANCE RD NOPB MORRISON RD
JOURDAN RD
NOPB
DWYER RD
DOWNMAN RD
ALMONASTER AVE MITHRA ST FRANCE RD
ELAINE ST CONGRESS DR DREUX AVE
NOPB
n
ALMONASTER AVE. CSX Transportatio TERMINAL RD CHEF MENTEUR HWY STEPHEN GIRARD AVE
LOUISA ST OLD GENTILLY RD
INTERSTATE HIGHWAY 10
ALVAR ST NOPB TERMINAL RD Jourdan Road ALMONASTER AVE Terminal
JOURDAN RD
FRANCE RD
CHICKASAW ST
NOPB
Berth No. 6
HIGGINS BLVD FRANCE RD
ELAINE ST
ALVAR ST Berth No. 5
Berth No. 4
ALMONASTER AVE
3 UNDERSTANDING PORT NOLA TODAY INDUSTRIAL PROPERTIES The Inner Harbor consists of over 1,000 acres flanking the ELAINE ST Inner Harbor Navigation Canal (IHNC) and Gulf Intracoastal FRANCE RD PKWY Port NOLA’s industrial properties portfolio is a vital part Waterway (GIWW). Some additional industrial real estate of the supply chain for various products moving through exists on the east and west banks of the Mississippi River Berths No. 3 the Port and is a rare real estate opportunity within the as well. The Inner Harbor is located within 2.5 miles of 2 &
TERMINAL RD United States. Tenant businesses include shipbuilding and Interstate 10, within 5 miles of Lakefront Airport, and 7 ALMONASTER AVE repair; warehousing and distribution; truck and container miles from New Orleans Central Business District. The FRANCE RD France Road
depots; materials handling; steel distribution; refrigerated majority of properties are served by NOPB with access to Terminal . ALVAR ST ALVAR Berth No. 1 warehousing; manufacturing; packaging; transloading six Class I railroads. to either rail, barge, or truck; bulk transloading, sorting, and packaging; and other value-added activities. There Norfolk Southern Railway are currently 33 industrial tenants throughout the Port’s Breakbulk Rail FLORIDA AVE jurisdiction, and most are located on the Inner Harbor.
ALMONASTER AVE.
Industrial Other Infrastructure TERMINAL RD Florida
G.I.W.W. Florida Avenue Avenue Turning Bridge Basin n
N ROCHEBLAVE ST
DOWNMAN RD NOPB Jourdan Road Terminal N TONTI ST TERMINAL RD CSX Transportatio
DWYER RD N MIRO ST
MORRISON RD JOURDAN RD ALMONASTER AVE. N MIRO ST Norfolk Southern Railway NOPB JOURDAN RD Almonaster New Orleans NOPB NOPB Lakefront Airpor t Bridge N GALVEZ ST I.H.N.C
E FRANCE ST FRANCE I.H.N.C ST MAZANT I.H.N.C n
DESLONDE ST
JOURDAN AV
Lake DOWNMAN RD Berth No. 6 Berth No. 5 Berth No. 4 N PRIEUR ST Seabrook Jourdan Road
Pontchartrain NOPB Terminal Bridge FRANCE RD FRANCE RD 3 TERMINAL RD N ROCHEBLAVE ST 2 & FRANCE RD CSX Transportatio Berths No. N TONTI ST
NOPB LESSEPS ST LESSEPS
CONGRESS DR DWYER RD Y CHEF MENTEUR HW MENTEUR CHEF ALVAR ST NOPB FRANCE RD N MIRO ST
CONGRESS DR Terminal
MORRISON RD France Road JOURDAN RD Norfolk Southern Railway
Berth No. 1 ST DESLONDE NOPB E
OLD GENTILLY RD JOURDAN RD
New Orleans NOPB NOPB Lakefront Airpor t AV JOURDAN INTERSTATE HIGHWAY 10 Y
MITHRA ST DREUX AVE Florida
HAYNE BLVD Avenue
ALVAR ST Turning AVE POLAND FRANCE RD FRANCE Basin
CHICKASAW ST
39 • PORT OF NEW ORLEANS STRATEGIC MASTER PLAN FRANCE RD PKW PORT OF NEW ORLEANS STRATEGIC MASTER PLAN • 40 STEPHEN GIRARD AVE GIRARD STEPHEN ALMONASTER AVE HIGGINS BLVD FLORIDA AVE Norfolk Southern Railway
LOUISA ST
. ALVAR ST ALVAR Berth No. 6 Berth No. 5 Berth No. 4
NOPB NOPB NOPB FRANCE RD FRANCE RD 3 N ROCHEBLAVE ST 2 & FRANCE RD Berths No. N TONTI ST
1
CONGRESS DR ST FRANCE Y CHEF MENTEUR HW MENTEUR CHEF ALVAR ST
NOPB FRANCE RD N MIRO ST
CONGRESS DR Terminal
LESSEPS ST LESSEPS France Road MAZANT ST MAZANT POLAND AVE POLAND
Berth No. ST DESLONDE E
OLD GENTILLY RD N PRIEUR ST
N MIRO ST INTERSTATE HIGHWAY 10 AV JOURDAN
MITHRA ST DREUX AVE Florida N GALVEZ ST HAYNE BLVD Avenue
ALVAR ST Turning FRANCE RD FRANCE Basin
CHICKASAW ST
FRANCE RD PKWY STEPHEN GIRARD AVE GIRARD STEPHEN ALMONASTER AVE HIGGINS BLVD FLORIDA AVE Norfolk Southern Railway
LOUISA ST
. ST ALVAR
NOPB NOPB
FRANCE ST FRANCE
LESSEPS ST LESSEPS MAZANT ST MAZANT POLAND AVE POLAND
N PRIEUR ST
N MIRO ST
N GALVEZ ST 3 UNDERSTANDING PORT NOLA TODAY
In addition to the equipment, cranes, and FOREIGN-TRADE ZONE AND INFRASTRUCTURE Port-Owned and bridges listed, Port NOLA owns and maintains LONDON METALS EXCHANGE Operated Vessels Port NOLA owns, operates, and maintains over 18 miles of roadways (the Clarence The New Orleans Foreign-Trade Zone (FTZ) and a significant collection of equipment and Henry Truckway; France, Jourdan, and Cutterhead dredge and ancillary vessels and London Metals Exchange (LME) play significant infrastructure. Due to the age of many of Terminal Roads; and France Road Parkway); equipment roles in the growth and development of Port these assets, substantial capital is spent on railroad tracks; and many more miles of Barge-mounted fender NOLA and related economic opportunities. them each year, and with the exception of water, sewer, and drainage infrastructure pile driver the container cranes, these assets do not throughout the Port’s jurisdiction. The Port administers the New Orleans FTZ, 100-foot fire tug generate revenue. Therefore, they must be which allows shippers to import, store, carefully considered in the long-term plan 34-foot inspection vessel exhibit, assemble, or manufacture goods for Port NOLA’s future. Various police and without being subject to U.S. Customs entry support vessels procedures and duties. The New Orleans FTZ has more individual warehouses and sites under its umbrella than any other U.S. port- administered FTZ. Since becoming an LME-designated port in 1998, New Orleans has become the second- largest LME depository in the country. There are 600 warehouses in the New Orleans metropolitan area that are certified by the St. Claude Florida Almonaster Seabrook Ship-to-Shore eRTGs Cranes LME to handle and store non-ferrous metals BUILT 1919 BUILT 2005 BUILT 1919 BUILT 1919 (2) KONE and steel billets traded on the exchange, (2) Paceco/ Strauss Heel Trunnion Vertical Lift Bridge Strauss Heel Trunnion Strauss Heel Trunnion BUILT 2016 representing 10% of the world’s supply in 2014 Bascule Bridge Bascule Bridge Bascule Bridge Sade Vigesa CAPACITY 60-LT (Source: NOLA.com). BUILT 1996 GAUGE 50-FT TYPE TYPE TYPE TYPE (2) IMPSA BUILT 2001 GAUGE 50-FT (2) Doosan BUILT 2011 GAUGE 100-FT
Rail Pedestrian Roadway
41 • PORT OF NEW ORLEANS STRATEGIC MASTER PLAN PORT OF NEW ORLEANS STRATEGIC MASTER PLAN • 42 3 UNDERSTANDING PORT NOLA TODAY
NEW ORLEANS PUBLIC BELT RAILROAD A landmark plan that transferred ownership of the NOPB to Port NOLA was announced in 2017 to stimulate Lake Pontchartrain The New Orleans Public Belt Railroad (NOPB) is a Class economic growth of the Port and local industries. The III switching railroad that was owned by the City of New move gives the Port even greater competitive advantage in Orleans (City) from 1908 until its acquisition by Port NOLA international trade which will be an economic boon for in February 2018. The primary mission of NOPB is to serve the region. Port NOLA and local industries. NOPB is a critical freight NS NOPB An important element of the plan required Port NOLA I . infrastructure link that connects Port NOLA with six Class I H . to transfer the Governor Nicholls Street and Esplanade N CSX . railroads and helps expedite local and intermediate freight C Avenue Wharves along the Mississippi River to the City, . through the strategic New Orleans rail gateway. It provides providing continuous public access to the riverfront from CN diversified rail services on its line through switching, .W. Crescent Park to Spanish Plaza along a spectacular 3-mile G.I.W storage, track maintenance, and car and locomotive repair METAIRIE NS stretch. This improved public access comes several years services. Revenue generated by the NOPB is internalized after the opening of Crescent Park and Woldenberg Park NS NS within NOPB and is used to fund maintenance costs, capital that connects our community and visitors to our riverfront.KCS CN KCS/AMT NS investments, labor, administrative costs, and other UPT/AMT
railway functions. NOPB/CN NOPB CHALMETTE CN ALGIERS New Orleans Public CSX Transportation (CSX) Union Pacific HARAHAN NEW Belt Railroad (NOPB) MERAUX Norfolk Southern Railroad (UP) ORLEANS NS NOPB Property Area Railway (NS) Union Passenger GRETNA UP NOPB UP NOPB er Burlington Northern New Orleans and Gulf Terminal (UPT) i Riv BNSF/UP issipp 26 miles of main Santa Fe/Union Pacific Coast Railway (NOGC) Amtrak (AMT) Miss AVONDALE HARVEY NOGC track, 9 at Huey Railroad (BNSF/UP) BNSF/UP Kansas City Southern BNSF/UP WESTWEGO /NOGC P. Long Bridge, CN Railway (KCS) NOGC 40 at terminals MARRERO UP and yards.
43 • PORT OF NEW ORLEANS STRATEGIC MASTER PLAN PORT OF NEW ORLEANS STRATEGIC MASTER PLAN • 44 3 UNDERSTANDING PORT NOLA TODAY
BUILDING ON OUR STRENGTHS
Port NOLA’s extensive and varied assets enable a diverse, sustainable business portfolio flexible to the market ebbs and flows. These assets require careful assessment of development alternatives to grow sustainably through 2040 and beyond. We will begin to assess future alternatives by examining market trends and forecasting the future in the next chapter.
45 • PORT OF NEW ORLEANS STRATEGIC MASTER PLAN PORT OF NEW ORLEANS STRATEGIC MASTER PLAN • 46 4 FORECASTING THE MARKET Port NOLA is an economic catalyst for our state, region, and tri-parish jurisdiction. 4
FORECASTING THE MARKET Predicting market growth to be able to capitalize on new opportunities is a complex undertaking that involves understanding global economics and predicting trade patterns. Port NOLA’s plan for the future of its publicly owned facilities incorporates economic and market analysis on a local and global scale. This plan does not address analysis for privately owned facilities or their operations. Data in this chapter is based on market analysis completed in 2016. The goal is to exceed stakeholders’ expectations. Investment in marine terminals and other infrastructure is capital intensive. Therefore, facility investment must reflect the future demands of the market.
47 • PORT OF NEW ORLEANS STRATEGIC MASTER PLAN PORT OF NEW ORLEANS STRATEGIC MAMASTER PLAN • 48 4
Recent Export and Import Trends FORECASTING THE MARKET at Port NOLA vs. U.S. CARGO: CURRENT Over the past several years, Port NOLA has Recent Export and Import Trends at Port NOLA COMMODITIES BY THE NUMBERS MARKET CONDITIONS seen increases in container imports and exports as well as breakbulk imports. These BREAKBULK Key Commodities trends are driven by key commodities. Export Import
Increasingly, cargo owners and shipping Port NOLA serves as an import hub for coffee, 7,500,000 7,500,000 5,000,000 5,000,000 lines select ports for their location, cargo natural rubber, and steel. As a designated LME ns ns To To handling capabilities, and other ancillary location, Port NOLA provides warehousing 2,500,000 2,500,000 services for metals traded on the LME. This 0 0 logistics benefits. This can include value-added 2008 2015 2008 2015 services such as coffee processing (available breakbulk cargo is sensitive to global economic at Port NOLA), distribution center facilities, or trends and trade policies. CONTAINERS No. 1 No. 1 automobile or other manufacturing/assembly The boom in Louisiana’s chemical industry Export Import LME Port in the U.S. U.S. Port for Import plants. These require marine transportation has greatly fueled the Port’s export growth in 300,000 300,000
for Non-Ferrous Metals Natural Rubber U to move imported raw materials and finished moving plastic resin. Us 200,000 TE 200,000 goods to and from international markets. TE 100,000 100,000 Loaded
By working with local and regional Loaded 0 0 stakeholders to serve new manufacturing 2008 2015 2008 2015 industries in the region and ensuring logistics and value-added capabilities that cater to Port NOLA’s container shippers’ needs, Port NOLA serves as an economic catalyst for growth. business is consistently No. 2 No. 2 No. 2 growing with the increase U.S. Port for U.S. Port for Export U.S. Port for Export Resin Frozen Poultry Import Coffee in containerization of breakbulk and bulk exports. No. 3 No. 6 U.S. Port for U.S. Port for Import Steel Import Plywood
49 • PORT OF NEW ORLEANS STRATEGIC MASTER PLAN PORT OF NEW ORLEANS STRATEGIC MASTER PLAN • 50 4 FORECASTING THE MARKET
PlPortastics NOLA’s and Re Plasticsins Ex Resinports: Port NOLA’s export volumes are supported on The U.S. currently imports roughly 1.5 million PoPortrt NOL NOLA’sA’s Share Share ofof U.U.S.S. CoffCoffeeee ImportsImports PoExportsrt NOLA vs. vs .U.S. U.S. (Indexed) (Indexed) two fronts: participation in the large-volume tons of coffee. Containerized coffee import Asia and European trade lanes, and a growing tonnage through Port NOLA has trended 25.0%
500 share in emerging markets including South/ near 250,000 tons annually. This equates Port S. 20.0%
Central America and Africa. Resin remains to roughly 17.5% of the total U.S. market, U. NOLA
400 of a strong export commodity with a positive underscoring Port NOLA’s role as a leading 15.0% % 0
U.S. ’s
10 300 growth outlook significantly outperforming import hub for coffee. Import volumes have LA
= 10.0%
03 the nation. been growing by an average of 1.6% annually 200 NO rt 20 over the past decade. Demand for coffee is 5.0% The increase in containerization of breakbulk Po 100 generally considered to be inelastic, meaning and bulk contributes to the growth in Port 0.0% that as price fluctuates demand remains 2008 2009 2010 2011 2012 2013 2014 2015 0 NOLA’s container business. Annual growth 2003 2005 2007 2009 2011 2013 2015 relatively constant. of U.S. poultry exports averages 3.9% and totals roughly 13.5 million tons. Port NOLA’s Traditionally, roughly 70% of imported Sources: Port NOLA, U.S. Census Bureau containerized exports of frozen poultry have coffee volume originates in Latin America/ Port NOLA’s ContainerizeSourced : U.S. Census Bureau risen 50-fold in the past six years. Asia remains Caribbean. Asia (including Vietnam, Indonesia, Port NOLA’s Containerized Poultry Poultry Exports vs. U.S. (Indexed) the largest export market for U.S. poultry, and Thailand) has accounted for the second- Exports vs. U.S. (Indexed) however, this region has lost a significant largest source. Port NOLA remains one of the amount of share of the total. European-bound Intercontinental Exchange’s licensed coffee 1,000 Port volumes dropped in 2015. storage warehouse locations. Proximity to NOLA 800 Latin America/Caribbean also adds support Other markets, including South/Central 0 U.S. to the positive outlook for future import 10 600 America and Africa are becoming more = volumes through Port NOLA.
03 important trade destinations. Port NOLA also 400 20 handles regular shipments of export frozen 200 poultry to Cuba as part of the U.S. AID and
0 Humanitarian Assistance Program. 2003 2005 2007 2009 2011 2013 2015
Source: U.S. Census Bureau
51 • PORT OF NEW ORLEANS STRATEGIC MASTER PLAN PORT OF NEW ORLEANS STRATEGIC MASTER PLAN • 52 4 FORECASTING THE MARKET
CONTAINER MARKET TRENDS Trade Routes
With an annual throughput of 526,703 TEUs in 2017, Container trade with Latin America and Europe is Port NOLA has significantly increased trade to new, dominant, but diversity is building through emerging high-growth markets such as Africa and the Middle East, Asian, African, and Middle Eastern markets. Since 2008, with exports to Africa showing a 7% increase between Latin America has undergone a period of significant 2008 and 2015. Containerized resin exports show the export growth led by demand for natural resources highest potential for volume growth, with refrigerated imported in Asia. In 2017, CMA CGM launched new direct poultry and agricultural-related products also offering weekly services to Asia and to South America from Port significant growth opportunities. Industry experts NOLA’s Napoleon Avenue Container Terminal. Europe predict that between 2017 and 2020, the Gulf region will remains the single largest of all trade routes. produce 400,000 new TEUs of resin as a result of new and Strong global demand for industrial and food products expanded plastic resin plants in Louisiana and Texas. In a support the growth outlook for exported goods through very conservative analysis, if Port NOLA handles one third Port NOLA. These factors include: of this growth, container volumes would grow by 25% • Exposure to developing Asia/Middle East, Africa, and over the next few years. South/Central America markets underscores potential growth opportunities of exports from Port NOLA. • Ability to serve the developed European market Port NOLA can further supports export containerized cargo potential. improve the market • Demand for imported produce should follow a long- term growth curve and presents an opportunity to access conditions attract new refrigerated imports. through investment in infrastructure and facilities.
53 • PORT OF NEW ORLEANS STRATEGIC MASTER PLAN PORT OF NEW ORLEANS STRATEGIC MASTER PLAN • 54 Three Market Scenarios 4 FORECASTING THE MARKET
Port NOLA can also liaise with other local, regional, and CONTAINERIZED CARGO Upside Case Base Case Downside Case state agencies to support the growth of the local economy VOLUME FORECASTS by attracting local and regional manufacturing and Stronger than projected economy, Simulate current environment (Status Cargo forecasting includes a view of the global and distribution that would use the Port to export products Weaker economy, specifically specifically in Asia and Europe. The Quo), that of the present economy regional macroeconomic environments as well as various and grow import volumes. a slower recovery in Latin market access assumed a recovery and also of the current market access America and Africa. market access scenarios. The containerized cargo volume Three market scenarios were simulated. The base case of the loss of imports due to the that includes current vessel sizes and projection supports facility investment decision making. projects 710,000 TEUs annually by 2030 whereas the 645,000 TEUs Annually (2030) departure of Chiquita, the addition strings, current fuel prices, macro and upside case projects 865,000 TEUs annually. The downside When macro economic scenarios allow, Port NOLA can of an Asian container service* and regional economies. scenario simulation indicates a volume of about 650,000 improve the market access conditions through investment a large importer account. in infrastructure and facilities. TEUs annually by 2030. 710,000 TEUs Annually (2030) Update: Asia container service was Considering the anticipated growth rates generated added in February 2017. through this rigorous economic analysis and forecasting, 865,000 TEUs Annually (2030) Port NOLA’s container future is strong. By 2030, the Port expects to add between 190,000 and 345,000 annual TEUs Container Volume Forecasts Through 2030 Container Volume Forecasts Through 2030 to container throughput. Napoleon Avenue Container Terminal can serve 1.5 million TEUs annually with 1,000,000 High Macro- investment. High Market* Container But this will bring the Port close to exceeding the capacity of 900,000 volumes have Base Macro- the existing container terminal footprint and will trigger the doubled in the 865,000 Base Market past 10 years and 740,000 need for optimization now and expansion in the future. 800,000 by 2030 the Port Low Macro- Low Market could realize 60% Importantly, the need for expansion is driven not only by 650,000 growth. volume growth, but also space for added-value activities Us 700,000 710,000 * Key component of TE high-macro high and vessel size. Container ships are getting larger and 645,000 market scenario Louisiana could move the larger which places pressure on ports to keep pace with 600,000 has already been achieved in 2017. being able to accommodate bigger ships. dial by attracting more 520,000 500,000 Current freight-based industry. 590,000 Throughput 400,000 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030
55 • PORT OF NEW ORLEANS STRATEGIC MASTER PLAN PORT OF NEW ORLEANS STRATEGIC MASTER PLAN • 56 4 FORECASTING THE MARKET Port NOLA’s Breakbulk Iron & Steel BREAKBULK MARKET TRENDS U.S. imports of iron and steel products largely Port NOLA’sImport sBreakbulk Growth vs Iron. U. andS. (Index Steeled Imports) remain breakbulk shipments. Imports from Growth vs. U.S. (Indexed) In 2017, Port NOLA handled 2.9 million tons Asia are the largest volumes at Port NOLA
of breakbulk cargo and the market analysis and represent 20% of the national volume. 300 shows potential growth to 4.5 million tons European and South/Central American Port NOLA by 2030. Market analysis indicates that Port volumes account for smaller volumes at the 0 200 U.S. NOLA will remain a premier breakbulk port Port. Given the Port’s overall share of the U.S. 10 = due to its location on the Mississippi River. It market, it is not surprising that growth has 03 100 is also important to note that project cargo, more or less trended with the national total. 20 which cannot be containerized, comprises a Imports of non-ferrous metals include significant portion of business at Port NOLA. shipments of base forms and products 0 2003 2005 2007 2009 2011 2013 2015 Breakbulk commodities at Port NOLA are made from aluminum, copper, lead, zinc, import driven. Key commodities are iron, and nickel. Total maritime import tonnage steel, rubber, and non-ferrous metals. While into the U.S. has been averaging annual Source: U.S. Census Bureau breakbulk cargo declined between 2015 and growth of 2.4%. Following the 2008/2009 2016, the forecast projects a growth during Port NOLA’s Non-Ferrous Metal Imports recession, the coinciding slowdown in China, Port NOLA’s Non-Ferrous Metal Imports Port NOLA’s Breakbulk Commodities the short term planning horizon to 2025. By and ramped-up production of base metals 2025, it is forecasted that breakbulk cargo may globally, import volume into the U.S. began 800,000 return to the 2015 level. to grow, supported by increased demand Other 4% Machinery & Parts 4% Other Copper Port NOLA operators have specialized for aluminum used in auto production and 600,000
4% Metals ns Zinc imports of non-ferrous metals. Asia has expertise in handling breakbulk and project To 400,000 Aluminum 7% Rubber cargo, and the need for breakbulk facilities replaced Europe and South/Central America as the largest source-origin and now accounts will continue. Breakbulk provides more direct 200,000 9% Miscellaneous employment in terms of cargo handling, for roughly 45% of total volume. Products especially discharging breakbulk cargo from 0 2008 2009 2010 2011 2012 2013 2014 2015 ships to barges.
11% Non-Ferrous Sources: Port NOLA, U.S. Census Bureau Metals 61% Iron & Steel
57 • PORT OF NEW ORLEANS STRATEGIC MASTER PLAN PORT OF NEW ORLEANS STRATEGIC MASTER PLAN • 58 4 FORECASTING THE MARKET Port NOLA’s Share of Given the Port’s status with the LME and PortU.S. NOLA’s Natura Sharel Rubber of U.S. Impo Naturalrts Market forecasts indicate Rubber Imports proximity/connectivity to auto manufacturers in the Midwest, it would be expected that Port a potential 1 million-ton or 40% NOLA continue to actively serve these volumes.
S. Port Port NOLA has traditionally handled an greater breakbulk increase by U. 35% NOLA of average of 12.5% of these non-ferrous metal % U.S. imports. There is also potential for additional 2030 depending on the global as 30% LA metals business beyond LME. economy and local market NO 25% rt U.S. imports of natural rubber have trended Po near one million tons per year over the past access improvements. 20% decade, with flat growth. During this period 2008 2009 2010 2011 2012 2013 2014 2015 there has been a significant shift away from breakbulk cargo in favor of containerized Breakbulk Volume Forecasts Through 2030 Source: U.S. Census Bureau shipments with 85% of total import tonnage now containerized (Source: U.S. Census Bureau). Upside Case Port NOLA has traditionally accounted for 5,000,000 High Macro- roughly 33% of the nation’s total imports of High Market 4,500,000 natural rubber, virtually all of it breakbulk. 4.52 million Base Case ) Base Macro- The vast majority of imported natural rubber ns 4,000,000 Base Market To
3.94 million
comes from Southeast Asia. rt Downside Case ho 3,500,000 3.57 million (S Low Macro- Low Market 3,000,000 nnages
k to 2,500,000
2,000,000 Breakbul
1,500,000 5 30 22 23 19 21 17 18 16 20 20 20 201 20 20 20 2024 2025 2026 2027 2028 2029 20 2020 20
59 • PORT OF NEW ORLEANS STRATEGIC MASTER PLAN PORT OF NEW ORLEANS STRATEGIC MASTER PLAN • 60 4 FORECASTING THE MARKET
CRUISE MARKET OUTLOOK The Poland Avenue Wharf, which currently handles overflow cargo and cruise port of calls, has long been In 1970, 500,000 North Americans embarked on a identified as well-suited for that purpose, given its deep conventional cruise; by 2010, this had increased to 18.4 water draft, location downriver of the Crescent City million passengers. Once small and localized, the cruise Connection Bridge, and proximity to the French Market industry has grown into a sophisticated, multi-billion-dollar area. However, before construction decisions are made, global enterprise with a wide assortment of products Port NOLA will conduct a robust business assessment available to vacation consumers. Between 2008 and 2014, of multiple sites, on both sides of the Mississippi River, cruise travel outpaced general leisure travel in the U.S. by on and off Port-owned property, and include traffic 22%. Increasing contributions are made by European (26%) considerations, infrastructure needs, construction costs, and Australasian (15%) passengers, growing the global total and significant input from our cruise partners. to its present-day record levels of 23.2 million passengers. If the Poland Avenue Wharf remains the preferred site Port NOLA and the region’s economy are poised to benefit after analysis, all appropriate input from the community from continued growth in the cruise industry, given its will be considered. Though organic passenger growth is homeport advantage for cruises in the four-, five-, and likely to trigger the need for an additional cruise terminal seven-day itineraries. The Port appeals to cruise lines for between 2021 and 2027, this timeline could be accelerated the large drive-in market with 40 million people within with the commitment of an additional cruise line or a joint an 8-hour drive of New Orleans, convenient airport with venture opportunity. increasing number of direct flights, Amtrak rail access, and nearby hotels, restaurants, and tourist attractions. That said, growth in the cruise business only becomes a realistic opportunity if Port NOLA has appropriate facilities available to serve demand. The Julia and Erato Street Terminals currently have capacity to accommodate short- term projected passenger growth, though a threshold of 1.4 million passengers per year will trigger the need for passenger capacity at an additional location.
61 • PORT OF NEW ORLEANS STRATEGIC MASTER PLAN PORT OF NEW ORLEANS STRATEGIC MASTER PLAN • 62 4 FORECASTING THE MARKET
New Orleans Houston Market Research Ocean Cruise Lines Port NOLA Cruise Passenger Growth Port Canaveral USA Galveston Tampa Atlantic Ocean Fort Lauderdale With positive industry fundamentals in place Passenger levels are primarily driven by Gulf of Mexico 1,100,000 Miami Nassau and nearly $44.2 billion in new vessel inventory homeport activities by ocean-going vessels. 1,000,000 WESTERN Key West EASTERN Havana scheduled for delivery over the next five years, Port NOLA experienced significant growth in 900,000 Varadero the industry is poised for continued expansion. cruise passengers between 1993 and 2017. 800,000 Progresso Trinidad CUBA VIRGIN Cozumel Labadee DOMINICAN ISLANDS Both the Caribbean region overall and Port Average growth in passengers between 2010 700,000 Veracruz REPUBLIC St. Thomas Costa Maya Santiago de Cuba Tortola San Juan MEXICO Grand Cayman 600,000 St. Maarten NOLA will remain beneficiaries of this positive and 2017 was 4.9% per annum. Cruise ship calls Belize City JAMAICA HAITI Santa Domingo BELIZE St. John St. Kitts Antigua 500,000 Roatan St. Croix growth cycle. expanded from 65 calls in 1993 to 229 in 2017. Caribbean Sea Guadeloupe 400,000 GUATEMALA HONDURAS Dominica The combined projection for Port NOLA presently Martinique For the Caribbean, ship deployment levels are 300,000 St. Lucia EL SALVADOR SOUTHERN Aruba anticipates ocean-going cruise passenger growth Barbados Total Passenger Movement s NICARAGUA Curacao Grenada forecasted to expand by 75% for the study 200,000 Margarita Island Tobago will expand to between 1.15 and 1.3 million Cartagena 100,000 Trinidad review period 2015-2030 with all regions COSTA RICA Cristobal Caracas Colon in 2020, and to between 1.5 to 1.9 million by 0 PANAMA COLOMBIA VENEZUELA (eastern, western, and southern) expected San Andres 2030, as shown on these graphs, dependent on 1993 1995 2000 2005 2011 2012 2013 2015 2016 2017 2014
to see improvement. Proximity to North 2010 alternative scenarios for ship deployment. Primary Cruise Sectors American consumers, expanding cruise port and destination infrastructure, and other In early 2017, Royal Caribbean International Port NOLA Cruise Market Projections Eastern Caribbean. Predominantly South Florida to the features keep the Caribbean as a front- announced its return to New Orleans with Leeward Islands, with longer eastern cruises embarking runner for cruise activity and deployment. a seasonal home-based cruise ship in late The eventual expansion of cruises to Cuba, 2018. The 915-foot Vision of the Seas (2,514 1.5-1.9 million from San Juan and Barbados to the Windward Islands. 2,000,000 potential growth continued investment by cruise lines in passengers) will sail seven-night itineraries to in 2030 Western Caribbean. South Florida and Gulf Coast to the 1,750,000 private destinations, and growing numbers of culture-rich destinations across the Bahamas Yucatan Peninsula, Central America, and Cayman Islands. 1,500,000 1.15-1.3 million European cruise operators and guests, all add and Yucatan Peninsula from Port NOLA’s Julia potential growth Southern Caribbean. Panama, San Juan, and Barbados to to the region’s positive outlook. Street Cruise Terminal. Norwegian Cruise Line 1,250,000 in 2020 Colombia, the Leeward Antilles, and Windward Islands. announced it will be replacing the Pearl with 1,000,000 The Eastern Caribbean is the largest overall the larger Breakaway in late 2018. In addition to 750,000 destination from Port NOLA in terms of total these homeported ships, the number of ships deployment capacities and passenger levels. 500,000 calling on the Port for single-day or overnight Total Passenger Movement s Three of the top 10 cruise ports in the world— 250,000 stops on their itineraries is also growing. Nassau, St. Thomas, and St. Maarten—are 0 located in this region. 2010 2015 2020 2025 2030
63 • PORT OF NEW ORLEANS STRATEGIC MASTER PLAN PORT OF NEW ORLEANS STRATEGIC MASTER PLAN • 64 VESSEL OPERATORS 2017-2018 SEASON 4 FORECASTING THE MARKET
Port NOLA Riverine Cruise Market Projections Riverine Cruise Lines Ocean-Going Cruise Lines Riverine Cruise Lines 100,000 Port NOLA is one of the top riverine cruise ports in the United States. Poydras and Thalia Street Dream (50 Homeport) 90,000 Carnival American Queen American Queen (19 Homeport) Elation (20 Homeport) Wharves welcome the American Queen Steamboat American Duchess (28 Homeport) 80,000 Cruise Line Triumph (58 Homeport, 2018) Steamboat Co. Co. and American Cruise Lines vessels at their America (19 Homeport) 70,000 Norwegian American berths. Our five homeported riverine vessels are Pearl (23 Homeport) American Song (13 Homeport) Cruise Line Cruise Lines 60,000 currently scheduled to turn 91 calls in 2018 and will Queen of the Mississippi (15 Homeport) 50,000 account for 3% to 5% of the total cruise passengers Crystal Cruises Crystal Serenity (2 Homeport) traveling to and from New Orleans. The projected 40,000 Azamara Cruises Quest (1 Port-of-Call) 30,000 tripling of riverine cruising is significant for the Aidavita (1 Port-of-Call) Total Passenger Movement s land use planning of the Port. Additional berthing Aida 20,000 sites will be required with appropriate utilities and Oriana (1 Port-of-Call) 10,000 P&O Cruises access infrastructure. Potential business costs will Oceania (1 Port-of-Call) 0 need to be balanced by a sustainable business Hapag Lloyd Europa (2 Port-of-Call) 2015 202020252030 model to support this investment. Celebrity Celebrity Equinox (3 Port-of-Call)
Fred Olsen Balmoral (2 Port-of-Call)
NEW AND IMPROVED OCEAN CRUISE OPERATIONS FOR 2018-2019 SEASON
In 2016 the U.S. • Royal Caribbean International introducing the Vision of the Seas with 2,514 passengers making 13 homeport calls cruise market saw • Norwegian Cruise Line to transition in the Breakaway adding approximately 7% to total throughput capacity 55,000 riverine • Crystal Cruises to bring the Symphony for 3 full turns passengers. Port • P&O Cruises to add Ventura with one Port-of-Call NOLA has one third • Celebrity to bring Summit, Equinox, and Reflection for one Port-of-Call each of this market share. • Phoenix to bring the Artania for one Port-of-Call
65 • PORT OF NEW ORLEANS STRATEGIC MASTER PLAN PORT OF NEW ORLEANS STRATEGIC MASTER PLAN • 66 4 FORECASTING THE MARKET
INDUSTRIAL MARKET TRENDS Port NOLA’s IPP is made up of more than 1,000 acres. That Rail’s Role in Market Capture and capitalization plans into a detailed, “bottom- equates to 70 lease sites and 49 active industrial leases with up” financial model. The move gives the Port greater As a neutral public carrier, NOPB plays an important Port NOLA’s industrial properties on the Inner Harbor and 33 tenants. The IPP is a substantial real estate portfolio. The competitive advantage in international trade which will be role in expediting local and intermediate freight through Mississippi River are a vital part of the supply chain for IPP has the potential to be a major strategic asset for Port an economic boon for the city. the strategic New Orleans rail gateway. Yet Port NOLA’s various commodities. These facilities provide services such NOLA’s future growth and a major competitive advantage. current percentage of cargo moved by rail in recent Strategies have been developed to take better advantage as storage, cargo re-handling to either rail or truck, bulk To achieve this Port NOLA will need to define the role of the years of up to 10% leaves much room for growth and of the Port’s valuable connections to Class I railroads and transloading, sorting, packaging, and other value-added IPP within its operational and financial goals and objectives expansion of rail freight movement. all other modes of cargo transportation. The NOPB will activities that allow the Port to serve the diverse industries and follow through with the strategic plan laid out in the continue to effectively serve Port NOLA and can proceed in the region. Value-added services on existing Port NOLA next chapter. Port NOLA and NOPB are working through the details of with plans to invest and grow. industrial properties could result in increased market integrating the two public entities and their operations Opportunities for growth exist in St. Bernard and Jefferson competitiveness and cargo volume growth. and assets. Port NOLA and NOPB will create a unified Parishes. Jefferson Parish has been actively partnering capital plan and a business model of five-year projects There are essentially two industrial real estate markets with Port NOLA to locate facilities there. The Jefferson with cohesive new NOPB operations, capital projects, in metropolitan New Orleans: one servicing more Parish Task Force, a coalition of maritime and business traditional, non-water-dependent industrial users and leaders, was established in 2017 and is working to develop the other servicing industrial users that are related new opportunities for port-related businesses within to cargo handling, processing, maritime, and other Jefferson Parish. water-dependent activities. Port NOLA controls a large portion of the waterfront industrial footprint in the Metropolitan New Orleans area. The regional industrial market remained strong in 2016, with occupancy around 90%. Occupancy within the Port’s industrial warehouse market is good, typically averaging over 90%. The market forecast indicates that water- and rail-served properties
such as those on the Inner Harbor will continue to be in Members of the Jefferson demand. Back up land at the wharves on the Mississippi Parish Task Force tour Port River is limited in Orleans Parish, therefore what limited NOLA with staff (left to right): Revenues from Jamie Giorgio Palmer, Lee lands are available in Port NOLA’s Industrial Properties Giorgio, Ronnie Mains, Chris industrial real Portfolio (IPP) in those locations will remain in demand. Bonura, Capt. Nick Columbo, estate have Bill Giordano, Natalie Newton, Capt. Jake Stahl, doubled in the Michael Bardy, Christie Coats, past decade. and Jacob Crist.
67 • PORT OF NEW ORLEANS STRATEGIC MASTER PLAN PORT OF NEW ORLEANS STRATEGIC MASTER PLAN • 68 4 FORECASTING THE MARKET
LOOKING FORWARD
The demand for cargo facilities, cruise capacity, and efficient infrastructure systems is only projected to grow. To remain competitive in an economy of fewer public resources, Port NOLA needs to strategically plan for this projected growth and leverage stakeholder investment.
69 • PORT OF NEW ORLEANS STRATEGIC MASTER PLAN PORT OF NEW ORLEANS STRATEGIC MASTER PLAN • 70 5 ENVISIONING BOLD GROWTH 5
ENVISIONING BOLD GROWTH Port NOLA is taking a market-driven approach to meet the evolving needs of the maritime and hospitality industries with a new paradigm of regional freight-based economic development. We are building on our This Strategic Master Plan is intended to assure Port NOLA stays ahead of projected growth of existing commodities, cruise trends, and real historic founding as estate holdings by embracing new opportunities with existing and new an urban port with an partners, fully integrating our diverse lines of business throughout the jurisdiction, and investing strategically in infrastructure. urban railroad on the most advantageous trading ground in middle America.
71 • PORT OF NEW ORLEANS STRATEGIC MASTER PLAN PORT OF NEW ORLEANS STRATEGIC MAMASTER PLAN • 72 5 ENVISIONING BOLD GROWTH • Focus on our diverse customer base with services and infrastructure that exceed needs and expectations. STRATEGIC GOALS • Develop a long-term systematic infrastructure management program. AND OBJECTIVES • Build a geographic information system to manage operational and locational data Port-wide. Operate • Create a Board leasing policy that encourages maintenance and investment, and standardizes permitting Port NOLA’s goals and objectives are strategic Efficiently and reporting. and comprehensive, as well as internally relevant, and externally focused—they will guide our implementation of the Strategic
Master Plan in the near and long-term. These • Partner with LED, GNO, Inc., and local governments to attract and expand freight-based businesses. goals and objectives were informed and • Increase intermodal solutions. enriched by port workers, industry, tenants, • Advocate for coordinated dredging and infrastructure build-out in and along the Lower Mississippi River. government agencies, and community Capitalize on • Actively explore non-traditional Port revenue opportunities to increase profitability. organizations. They demonstrate the power Gateway Position of collaboration and shared aspirations for the future.
• Attract and invest in a high-performing, diverse workforce and promote the hiring of local employees. • Create and sustain a Maritime Workforce Development Program with local industry and education partners. • Develop a Good Neighbor Program in accordance with Green Marine certification standards and local Connect and best practices. Strengthen • Upgrade wayfinding and educational signage throughout Port and public access areas. Stakeholders
• Work with logistics industry partners to build a safe, secure, efficient, and sustainable supply chain. • Implement design and construction practices for a modern gateway: embrace emerging technologies that promote efficiency, resiliency, and adaptability. • Continue to improve collective environmental performance of Port operators through the Green Marine certification framework. Develop • Support expanded local transportation options through public transit on water, roads, and rail. Sustainably • Regularly review and update the Port NOLA Strategic Master Plan with all partners to empower collaborative implementation of transportation and logistics solutions.
73 • PORT OF NEW ORLEANS STRATEGIC MASTER PLAN PORT OF NEW ORLEANS STRATEGIC MASTER PLAN • 74 Revenue by Business Line 5 ENVISIONING BOLD GROWTH
Real Estate Rail OUR DIVERSE BUSINESS MIX THE FRAMEWORK FOR GROWTH Port NOLA’s diverse business lines contribute to Port NOLA’s vision for regional freight- two key industries in the State: based economic development encompasses Cruise 7% the supply chain as a whole and relies on Maritime Industry all sectors to drive freight-based business The addition of rail to Port NOLA’s lines of expansion to fuel the regional economy. 16% 31% business increases our diversity and solidifies In recognizing the need for efficient PUBLIC AND PRIVATE EFFICIENT our competitive advantage with greater control infrastructure, a supply chain-ready workforce, INVESTMENTS INFRASTRUCTURE of the logistics chain. Harnessing industrial real and capital investment from all sectors, Port estate assets to support maritime related, value- NOLA and a broad range of stakeholders can added activity further drives economic impact. collaborate to collectively drive the region’s economic growth. Hospitality Industry 46% Responsive and seamless supply chain Port NOLA’s appeal as a homeport for both REGIONAL FREIGHT- solutions that incorporate ocean, rail, barge, ocean-going and riverine cruises continues to BASED ECONOMIC truck, transloading, and more, require grow. Passenger activity before and after cruises GROWTH Cargo an iterative cycle of regional growth and CROSS- has a positive impact on air and rail travel, SUPPLY CHAIN- JURISDICTIONAL development both on and off Port property. hotels, restaurants, and area attractions. READY WORKFORCE COLLABORATION With the addition of the New Orleans Public Belt Port NOLA’s regional freight- Railroad Corporation, GROW FREIGHT-BASED based economic development INDUSTRY we have enhanced our framework relies on five key diversity and grown the ingredients to drive economic entire revenue pie. growth and prosperity.
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Office Distribution Center LOGISTICS CLUSTER CONCEPT
As the most intermodal port in the U.S., Port NOLA has the Distribution Office opportunity to capitalize on the synergy created by multiple Center modes of transportation collocated with industry and logistics hubs, or clusters. Driving the development of logistics clusters that include value-added services such as advanced Advanced Office Manufacturing manufacturing, assembly, processing, logistics, and other freight-based services will grow the regional freight-based economy. These logistics clusters can share expertise and know-how, expand maritime-related activity, and drive local Container Terminal job growth. Given market trends with carrier consolidation, bigger ships, and demands for just-in-time shipping, the need for more decentralized distribution and fulfillment centers is expected to grow, especially within the Gulf states. Logistics Fulfillment Fulfillment Service Center Center Providers
Assembly
Logistics clusters are a prime Packaging Fabrication Facility opportunity for the region, and part of the Port’s action plan.
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PORT NOLA’S ROLE STRENGTHEN THE
Port NOLA’s direct role in a regional freight- INTERMODAL GATEWAY based economy is to build and maintain the Performing as an intermodal gateway efficient and sustainable infrastructure needed distinguishes Port NOLA and enables seamless to compete globally, and to support the local freight movement. Together, NOPB and Port freight systems. To do this, we must: NOLA, one of only three deepwater ports • Strengthen the intermodal gateway; that operates a short line railroad, are well- positioned to establish and grow the intermodal • Optimize our existing assets; and gateway with six Class I railroad connections • Extend our reach across all business lines. and new “manifest intermodal” services. Logistics clusters support intermodal and intermodal supports logistics clusters. Increasing container-on-barge services and utilizing inland port and other “remote yard” opportunities such as intermodal container transfer facilities (ICTF) both enhances our flexibility to meet shipping demand and reduces our community impacts and congestion. By building up the Port and the Railroad together with regional and local freight, the region becomes more than a pass-through or local freight depot and lives up to its historic founding as an urban port with an urban railroad on the most advantageous trading ground in middle America.
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OPTIMIZE OUR EXISTING ASSETS
Integrating Port NOLA’s diverse business lines maximizes synergies, delivers sustainable growth opportunities, and optimizes the use of limited and precious resources. Harnessing cargo, rail, and real estate assets where synergies exist, and further connecting cruise with hospitality assets contributes to the region’s economic stability.
CONTAINER CARGO GROWTH AT NAPOLEON AVENUE Proposed buildout for larger vessel capabilities at Napoleon Avenue Container Terminal.
81 • PORT OF NEW ORLEANS STRATEGIC MASTER PLAN PORT OF NEW ORLEANS STRATEGIC MASTER PLAN • 82 5 ENVISIONING BOLD GROWTH possible with the investment of partners and Port tenants. Rail Corporate Strategies Port NOLA will be modernizing leasing policies to incentivize OPTIMIZE OUR Immediate opportunities exist to improve efficiency across Port NOLA and NOPB are collaborating on corporate capital investment and to be competitive in the Gulf market. EXISTING ASSETS every part of the NOPB operation and administration strategies to enhance organizational efficacy such as: Cruise and Tourism through several projects, such as: fully automating mainline prioritizing worker safety and security, modernizing and yard switches, removing constraints at the Almonaster asset management systems, standardizing leasing and With passenger movements surpassing the 1.15 million mark Bridge, optimizing the locomotive fleet, establishing permitting policies, and fully developing a geographic Containerized Cargo in 2017, cruise ship passengers are a significant driver for optimal operational standards on overhead traffic volume information system (GIS). These short-term strategies the state and regional economy. Market pressure to move Short-term strategies are already underway to and train length, reforming procurement, improving cost are further supported by the exploration of sustainable, more passengers more efficiently calls for optimization of accommodate containerized cargo growth by optimizing accounting, and more. non-traditional revenue opportunities to fund critical passenger and parking flow at the Port’s existing cruise the Napoleon Avenue Container Terminal. The proposed infrastructure projects. ship terminals to increase fluidity and minimize congestion upgrade of deep-draft container berths requires extended in high-traffic tourism areas. In addition to optimizing the crane rail and additional 100-foot gauge container cranes. existing terminal operations, the Port will continue to work Other container terminal improvements include gate with economic development partners and the hospitality enhancements and marshalling yard rehabilitation to industry to increase local spending by cruise passengers and improve load capacity. Port NOLA is also exploring the diversify our cruise line offerings. use of existing off-terminal real estate throughout its jurisdiction for intermodal container transfer facilities, as Industrial Real Estate well as increasing container-on-barge services to meet The Port’s unique assets of abundant shallow-draft growing demand and prevent congestion as volume grows. marine and rail accessible industrial real estate provide an Breakbulk Cargo opportunity to target new freight-based businesses. Port NOLA must build and maintain the infrastructure to attract Port NOLA is a natural port for breakbulk cargo shipping, market rate tenants that provide value-added services to and we are already investing in the maintenance and increase cargo throughput. This includes standardizing load-bearing capacity of our historic wharves. Breakbulk utilities, roadway improvements, rebranding as an industrial cargo will continue to be a vital component of the region’s park, and developing a systematic approach to real estate economy, mandating that the Port retain use of various marketing. Prioritizing opportunities for underutilized and wharves for overflow cargo during times of high demand. vacant properties and removing development barriers While the Port’s cumulative space to handle this type of through stakeholder engagement for economic revitalization cargo is sufficient, enhancements for many of the existing of the Inner Harbor is underway and will support the breakbulk terminals are timely and would be made optimization of these assets and further local job creation.
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EXTEND OUR REACH ACROSS ALL BUSINESS LINES
Planning ahead for the long-term future of Port NOLA includes seeking new market opportunities, acquiring property where necessary to remain competitive, and partnering with other agencies and businesses to help grow the region’s freight- based economy throughout the Port’s tri- parish jurisdiction.
RIVERINE CRUISES AT ROBIN STREET WHARF Concept for partnering with property owners and surrounding interests to collaboratively plan for riverine cruising and other waterfront redevelopment.
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by 2030. A number of potential sites for this development coordinated dredging and infrastructure. It also EXTEND OUR REACH ACROSS are being evaluated both on existing Port property and off, includes working with our partners to establish where feasible. maritime workforce development programs to directly benefit the region. ALL BUSINESS LINES Riverine cruising is also expected to grow exponentially and will necessitate additional berthing space in close proximity Port NOLA and NOPB are working collaboratively to walkable tourism areas. Potential sites including to reset relations with key partners and our Containerized Cargo the Robin and Orange Street Wharves as well as sites neighboring communities. As part of our Green In addition to the optimization of existing facilities, there throughout Jefferson, St. Bernard, and Orleans Parishes are Marine certification process, Port NOLA is committed is a clear market-based need for additional container being explored for future river cruise uses. to developing a Good Neighbor Program to engage terminal development to accommodate the projected surrounding communities and minimize community Industrial Real Estate cargo demand and ship sizes. Port NOLA must look impacts. We are also committed to facilitating beyond its current footprint to meet these future needs Partner with economic development entities to develop environmental improvements through the Green in order to remain globally competitive and retain jobs an inventory of available property throughout the region Marine framework. and supply chain-dependent businesses. for value-added industries (manufacturing, fabrication, distribution, etc.) and logistics cluster development. Breakbulk Cargo
Collaborate with parish partners on strategic Rail opportunities for growing breakbulk and other non- Many opportunities exist to extend local NOPB service containerized cargo such as roll-on, roll-off cargo, heavy through partnership with the Class I local rail operations and lift or project cargo, and automobile-related business. with new construction (to Avondale and along Almonaster This growth could be Port-supported within Jefferson, Road). Port NOLA and NOPB will also jointly work to grow Orleans, and St. Bernard Parishes. local business and implement a storage strategy, seeking opportunities to minimize blockages and at-grade crossings Cruise and Tourism using decentralized locations and technology. Port NOLA is on course to outgrow its existing cruise Corporate Strategies ship terminals and will ultimately need to develop a third Port NOLA is Green Marine Certified. This cruise terminal to accommodate the projected growth. Extending our reach as an agency comprises of taking program is third-party audited and encourages The projection for Port NOLA ocean cruising anticipates a proactive role with governmental, community, continuous improvement in environmental and community impact management. cruise passenger growth will expand to 1.5 to 1.9 million and industrial partners. This includes advocating for
87 • PORT OF NEW ORLEANS STRATEGIC MASTER PLAN PORT OF NEW ORLEANS STRATEGIC MASTER PLAN • 88 GATEWAY ACTION PLAN Containerized Cargo Breakbulk Cargo Industrial Real Estate Rail Cruise and Tourism 5 ENVISIONING BOLD GROWTH • Increase Napoleon Avenue Container Terminal Complex • Adopt leasing best practices to • Use existing Inner Harbor real estate • Leverage New Orleans Public Belt • Increase terminal capacities The Port NOLA Gateway Action Plan capacity to 1.5 million TEUs by upgrading to larger increase terminal operators’ to expand service as a rail and barge Railroad to improve reach to inland freight- to accommodate larger ships, is more than a list of projects—it lays cranes and maximizing space in the existing yards. competitiveness in the marketplace. logistics hub. based industries. and maximize passenger and out a vision for collaboration, beyond • Partner with terminal operators to increase efficiency • Increase breakbulk capacity by • Invest in Inner Harbor infrastructure, • Partner with Class I railroads to improve parking capacity. of terminal support services, such as maintenance improving load limits at currently roadways, utilities, and landscape Gateway automation, fluidity, and services. • Expand economic development the Port and Rail. Our action plan, and repair operations, chassis pools, and reefer plug leased facilities and adding enhancements to create an Industrial • Invest in efficiency and environmental partnerships to continue though organized by business line, is utilization. overflow facilities to accommodate Park that attracts market-rate tenants improvements, including upgrading the integration of cruise and synergistic and draws on the combined • Continue investments in improved gate efficiency and cargo surges. who provide value-added services. locomotive fleet to reduce emissions. tourism business along the waterfront and boost local effort and resources of Port NOLA, multimodal connections, and promote cooperation • Coordinate with partners to plan • Revitalize and redevelop underutilized • Optimize Cotton Warehouse Yard for among all parties that move containerized goods for capacity enhancements at Inner Harbor properties with assistance spending by cruise passengers. regional, state, and federal partners, intermodal and rail shuttle services for through terminals at the Port. First Street Terminal, Alabo Street from federal, state, and regional national freight. and private sector investors. With a • Partner with state and regional entities to enhance “last Terminal, and the Louisiana Avenue partners (PIER Plan). cohesive, united effort, this plan drives mile” truck access along the Tchoupitoulas Corridor to Terminal Complex. a regional freight-based economy. Felicity Street Access Gate.
• Expand container operations in a locale capable • Work with Jefferson Parish • Work with parishes and other • Build off-terminal storage yards to grow • Attract new cruise lines to serve of handling growing vessel sizes and add a major to identify on- and off-port partners to attract value-added revenue, as well as enhance flexibility diverse market segments. Optimize logistics component that complements the opportunities for freight-based industries (manufacturing, and capacity. • Prioritize sites for development Napoleon Avenue Container Terminal. development in areas including: transloading, and distribution) • Collaborate on development of inland of a third cruise terminal to • Increase containerized import volume, working breakbulk cargo; roll-on, roll- on and off port property, port and ICTF infrastructure. accommodate market demand. off cargo; project cargo; value- starting with an inventory of with the State to drive more inbound cargo by • Lease, develop, and/or operate a rail • Expand inland river cruise Extend added services; manufacturing; available properties in all leveraging logistics infrastructure in and around classification yard on the west side for opportunities throughout the and auto facilities. three parishes. the Port complex. pass-through, non-Port traffic. Port’s jurisdiction. • Expand capacity of • Prioritize sites for use as an Intermodal Container • Grow local switching service in temperature-controlled Transfer Facility (ICTF) to expedite the movement collaboration with Class I railroads. of containers to and from the terminal while facilities for frozen and • Invest in improvements and technologies minimizing impact on the community. temperature-sensitive commodities. to mitigate community impacts.
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INTEGRATE AND REINFORCE STAYING AGILE IN A DYNAMIC INDUSTRY ACROSS ALL SECTORS This vision presents a new, holistic focus for the region aimed at seamlessly While presented by business line for planning integrated logistics solutions. It is intended to serve as a framework for future purposes, the strategies and actions needed decision making, collaboration, community engagement, and focused advocacy. to achieve the Port’s bold vision require INDUSTRY Not every item presented here will be built or acted upon—future actions will integration—both internally across business depend on market demand and resources. And yet, in whatever we plan and lines and externally with our many diverse build—whether infrastructure, financial structures, or new partnerships and partners in industry, government, and the organizations—we must maintain flexibility, mandate efficiency, and design for community. Now, more than ever, our core resiliency. Port NOLA’s commitment to sustainable development and being a GOVERNMENT businesses can reinforce and be reinforced by good neighbor will continue to guide the future path, balancing economic and each other and through integration with the efficiency needs. COMMUNITY community. In addition to the Port’s direct role in building and maintaining vital freight infrastructure, we also play a critical role as a catalyst for integrated economic and workforce development across the three parishes and TOURISM the region. Port NOLA has always been an economic engine—our vision for the future is PORT to connect that engine to entities in all sectors of the region and strengthen the overall economy through this integration.
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LEVERAGING RESOURCES Addressing Near-Term Capital Needs NEAR-TERM CAPITAL Near-Term Capital Improvements FOR IMPLEMENTATION Looking ahead, near-term capital investment needs within PROJECT HIGHLIGHTS $113M the next four to five years total approximately $366 million. 31% Other Infrastructure $109M Many recent successful projects such as the Mississippi 30% Container Near-term investments in cargo, cruise, and industrial River Intermodal Terminal and Clarence Henry Truckway property projects will enhance efficiency, expand port Many of the anticipated near-term projects highlighted improvements have helped grow cargo and cruise capacity, and address maintenance needs of existing below are project-ready and supported by customers capacity to meet market demand. In the last five years, Port facilities, wharves, and bridges. Achieving this scale and the community, though implementation will require $366M Port NOLA has invested over $141 million in facilities and of capital investment must include aggressive pursuit of investment by governmental and industry partners. infrastructure—a significant investment compared with $15M external funding through state and federal grants, public- years before. 4% Rail private partnerships, and joint ventures. $37M $85M 10% Industrial Real Estate 23% Breakbulk Taking a Long View of Growth $8M 2% Cruise and Tourism Long-term capital improvement projects considered for the next 10 to 20 years will require an even greater degree of agility and flexibility—our markets are dynamic Other Infrastructure Breakbulk Industrial Real Estate Innovative Financing and our responsiveness must be equally adaptive. Some • Almonaster Bridge • First Street Terminal Port NOLA will continue to seek grant projects, such as infrastructure improvements and bridge • Inner Harbor security and replacement enhancements signage improvements funds and private sector investments replacements, are essential for Port operations, partner • Poland Avenue Wharf • Harmony and Seventh Street • France, Jourdan, and Terminal to purchase cranes, build wharves, obligations, and public safety. While other expansion projects substructure repair Terminal enhancements Roads improvements/rebuilding develop cruise terminals, and address will need to be driven by market demands and public and • Other bridge and • Jourdan Road Wharf • Underutilized property other critical infrastructure needs. private financial support, such as the development of wharf repairs substructure repair improvements • Utility upgrades and repairs These projects may take the shape logistics clusters, additional container and cruise terminal of public-private partnerships, utilize developments, and inland port or ICTF infrastructure. alternative financing models, and Container Cruise and Tourism Rail leverage unique real estate assets • Extend 100 ft. gauge • Erato and Julia Terminal • Switch automation to achieve the potential growth crane rail and parking improvements • Yard improvements • New 100 ft. gauge forecasted in the market. • New ocean cruise terminal • Locomotive upgrades and container cranes site selection and planning emission improvements • Marshalling yard paving • New riverine cruise facility • ICTF site selection and planning • Downriver Terminal site and access planning selection and planning
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MEASURING PROGRESS AND CORPORATE STRATEGY BREAKBULK CONTAINER ADAPTING THE ROADMAP Capital Investment FY 2017 Ship 2,961,026 526,703 Calls 926 The maritime industry is dynamic and Other Infrastructure 44% Container Breakbulk Tons TEUs demands a vigorous and adaptive plan. Port 8% NOLA will review this Strategic Master Plan annually for progress, measuring against quantifiable and relevant metrics and updating the plan as needed. Stakeholder engagement $27M will remain a priority. Port NOLA will publish an annual report card, 32% Rail Breakbulk CRUISE AND TOURISM beginning with the Fiscal Year 2017 Port NOLA 10% Forward Scorecard, to highlight trends and 1% Room Nights in New Industrial 5% 306,406 Orleans Area Hotels significant developments along our shared Real Estate Cruise and Tourism $54.5M path toward the future. Room Night Passenger Expenditures Lost Time Injury Movements 1,150,172 Frequency Rate Halved Over 4 Years
$2.4M INDUSTRIAL REAL ESTATE RAIL Investment in Intermodal Local Air Quality 9.3% 185 Trains Intermodal Split 40 76%
Trucks Replaced Through Real Estate Occupancy 95 • PORT OF NEW ORLEANS STRATEGIC MASTER PLAN Clean Diesel Grant Funding of Developed Land PORT OF NEW ORLEANS STRATEGIC MASTER PLAN • 96 www.portno.com 1350 Port of New Orleans Place New Orleans, LA 70130