Group 4 - Port Metro Vancouver Visit
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Transcript of Group 4 - Port Metro Vancouver Visit
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Group 4
Fabia Bourda: [email protected]
David Darling: [email protected]
Nancy Mills: [email protected]
Deepak Sachdeva: [email protected]
mailto:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected] -
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Port Metro Vancouver main concerns
Objectives
Incorporate analysis from Fraser Institutepresentation with Port Metro presentation
Port Metro Vancouver facts
Port Metro Vancouver comparison with Portof Seattle
Port Metro Vancouver executive strategiesimparted
Item 1
Item 2
Item 3
Item 4
Item 5
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Unique combination of public and private elements for thepurposes of carrying out services or providing goods andservices without government intervention
Owned either by the federal or provincial government whichcontrols budgets and appoints the leadership team
Operates at arms length from the government and managesoperations similar to a business
Freedom from political control allows them to operate morelike a business
As the debate of privatization continues the controversy over
the role of crown corporations is prolonged
Canadian Crown Corporation
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Passing of Bill-C24 in 1984 paved the way for privatization in
Canada
Began in 1988 with the privatization of Air Canada
Decline in the number of Crown corporations
In 2008, three federal Crown corporations amalgamated to
form the Vancouver Fraser Port Authority, dba as Port MetroVancouver (PMV)
Canadian Privatization
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Federal Deficit / Surplus(1961-1993)
Canadian Crown Corporation Era
Canadas 1965-95
Experiment Fiscal TimeBomb
Deficits & Debt Trade Diversion Unemployment Higher Taxes Increasing Interest
Rates Increasing Dependency Debt
Inflation Stagnating Investment Stagflation
Source: Fraser Institute (2011)
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Federal Deficit / Surplus(1961-2007)
Canadian Deregulation Lessons
New Federal Reforms kicks in 1995
Deregulationacted as a catalyst forprivatization
Privatization lead to a
period of prosperity
Source: Fraser Institute (2011)
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Located in Vancouver, British Columbia
Non-shareholder, financially self-sufficient corporation
Gateway for Canadas domestic and international trade andtourism
Canadas largest and busiest port
4th largest port in North America Generates $75.2 billon total value of cargo handled annually
Creates 129,500 jobs in Canada
28 Major Marine Cargo Terminals
2,832 Foreign Vessels Calls in 2010 (7.75 vessels/day)
China, US, Japan and South Korea are major tradingeconomies
Port Metro Vancouver
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Bulk &Breakbulk
80 million
metrictonnes ofbulk
17 million
metrictonnes ofbreakbulk
Container
2.5 millionTEUs
Cargo
118 millionmetric
tonnes oftotal cargo
Automobile
381,609
unitshandled
100%Asian
importsdestined
for Canada
Cruise
578,986
revenuepassengers
177
sailings(~05/day)
Port Transport Capacity
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Main Concerns
Like anycorporation, PortMetro Vancouverhas concerns andchallenges
PMV
Support Canadian
Growth and Prosperity Efficient & ReliableOperations
Capacity
Improvement
Increased Businesswith TradingEconomies
Railroad
Transportation out
of Vancouver
EnvironmentalConcerns
Land Constraints
PMV Concerns & Challenges
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US Port Comparison
Port Metro Vancouver
Cruise passengers in 2010 = 578,986
Vessel calls = 2,832
Containers = 2.5 million TEUs
Autos = 381,609
Bulk = 80 million metric tonnes
Rail links within Canada and US(Louisiana)
Major trading partners = China,Japan & South Korea
Seattle Port
Cruise passengers in 2010 = 931,698
Vessel calls = 1,244
Containers = 2.13 million TEUs
Autos = 0 Bulk = 6.3 million metric tonnes
Rail links to all of US throughMidwest
Major trading partners = China,Japan, Taiwan & South Korea
Port Metro Vancouver trumps SeattlePort in terms of overall metric tonnes
http://en.wikipedia.org/wiki/File:Port_Metro_Vancouver.png -
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Easing trade barriersbetween US andCanada
Expediting customsprocessing for cruisetraffic
Improving gatewayinfrastructure
Building railcorridors
Lowering anchorage
durations
Doubling containercapacity in 10-15years
Geotechnicalinvestigating tobuild additionalmodes of transport
Executive Strategies Imparted
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Group 4Fabia Bourda: [email protected]
David Darling: [email protected]
Nancy Mills: [email protected]
Deepak Sachdeva: [email protected]
mailto:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]