Page 40: of Maritime Logistics Professional Magazine (Sep/Oct 2018)

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PORT REPORT

CONNECTICUT PORT AUTHORITY – ready to move in 2019

With a focus on the state’s three deepwater ports, Connecticut also looks to foster commerce that leverages offshore wind, shortsea opportunities and local entrepreneurs.

By Tom Ewing he Connecticut Port Authority (CPA) has been in operation ing big-picture ideas and eight “Strategic Objectives” to develop for almost three years, established by the governor and legis- new maritime opportunities. Many are market-based opportuni-

T lature to better coordinate efforts to improve upon Connecti- ties, presenting economic advantage; representing low hanging cut’s maritime economy, including a major focus on the State’s fruit, waiting for action.

three deep water ports: New London, New Haven and Bridgeport. Consider, for example, highway congestion and level-of-ser-

The CPA, though, has a big picture vision and its focus includes vice problems on I-95. The traditional roadway fx would expand small harbor improvements, ferry and cruise opportunities and right-of-way and add new lanes, increasingly diffcult in urban system maintenance, particularly dredging. areas. The Port writes that “congestion on I-95 is not sustainable,”

It wasn’t always like this. Prior to CPA’s establishment, port that trucking solutions are limited, and suppliers, reminded every- management decisions and development were housed in the state day that highways are way over capacity, are looking for transport

Department of Transportation. Importantly, however, the CPA is beyond the almost total reliance on trucks.

still linked to DOT; in fact, the DOT Commissioner – Jim Rede- One new alternative could include freight shipments along ker – is on the Board of Directors. CT’s coastline, on Long Island Sound, just a couple miles south of I-95. This is within very familiar territory and within a logisti-

Real Progress, More Work Ahead cal operation that is timely, predictable, less costly and part of the

Giving real emphasis to the state’s considerable coastline assets, well-established federal Marine Highway System.

perhaps for the frst time in decades, the CPA has, in a short period of In the Strategy document, CPA’s frst Objective is linked to time (a.) introduced a merit-based approach to maritime investment managerial improvements, particularly at State Pier. CPA wants (b.) is overseeing a major redevelopment of State Pier in New Lon- more bang-for-the-buck from port operations. Change is timely don – the largest maritime/port asset within the PA’s domain; new because State Pier’s existing operating lease terminates on Janu-

State Pier work which may include facilitating a growing Atlantic ary 31, 2019. CPA offcials call State Pier “an under-utilized state wind energy market and (c.) CPA established the type of updated asset.” They are seeking a new port operator ready to “think ambi- management systems expected within a modern state port authority. tiously” so that “State Pier can be redesigned to accommodate a

From a policy perspective, Connecticut is investing to integrate its wider range of opportunities, including the staging of wind tur- maritime assets into state and regional transportation systems. bine components and the introduction of new commodities like

In August, CPA released a Maritime Strategy document – “Con- conventional cargo.” A request for proposals for a new operator necticut Port Authority Local Waters. Gobal Solutions” – outlin- was issued in June; responses are being evaluated now.

40 Maritime Logistics Professional September/October 2018 | |