TITLE
RESOLUTION RELATING TO THE APPROVAL OF THE PORT OF MIAMI 2035 MASTER PLAN; ENDORISING THE PLAN�S PRINCIPLES, GOALS AND VISION.

BODY
WHEREAS, this board desires to accomplish the purposes outlined in the accompanying memorandum, a copy of which is incorporated herein by reference.

NOW, THEREFORE, BE IT RESOLVED BY THE BOARD OF COUNTY COMMISIONERS OF MIAMI-DADE COUNTY, FLORIDA, that:

Section 2. This Board approves the Port of Miami 2035 Master Plan, endorsees the principles, goals and vision of the plan, and directs the Mayor and his designee to implement the plan, as needed, in substantially the form attached hereto and made a part hereof.

HEADER
Date:

To: Honorable Chairman Joe A. Martinez
and Members, Board of County Commissioners

From: Carlos Gimenez
Mayor

Subject: Port of Miami 2035 Master Plan

STAFF RECOMMENDATION
Recommendation
It is recommended that the Board of County Commissioners adopt the accompanying Resolution approving the Port of Miami 2035 Master Plan (Master Plan).

Scope
The Port of Miami is located within District 5 � Commissioner Bruno A. Barreiro. The impact of this agenda item is countywide as the Port of Miami (�Port�) is a regional asset and generates employment for residents throughout Miami-Dade County.

Fiscal Impact/Funding Source
The approval of this resolution creates no fiscal impact to the County. The Master Plan includes a strategic business plan developed through a financial feasibility study conducted by the Port�s consultant. The Master Plan streamlines the Port�s business model to diversify and increase revenue throughout the length of the plan, until 2035. By adopting this resolution, the Board is not approving the expenditure of funds for the construction of any projects included in the plan.

Track Record/Monitor
The Seaport Department staff members responsible for monitoring the Master Plan are Bill Johnson, Director, Juan Kuryla, Deputy Director and Kevin Lynskey, Assistant Director of Business Initiatives.

MANAGER'S BACKGROUND
Background
The Port is located in downtown Miami on a 520 acre island in Biscayne Bay. In April 1960, the Dade County Board of Commissioners and the City of Miami approved joint resolutions to construct a modern seaport facility on Dodge Island. Over the years, the Port�s vision has been implemented through 20/25-year horizon master plans. The last update, the 2020 Master Plan, was completed in 1999 and adopted through the �Port of Miami Master Plan Subelement� (Subelement), as part of an application to amend the County�s Comprehensive Development Master Plan (CDMP) under the then newly created Transportation Element.

The Port is one of fourteen (14) deepwater ports in the State of Florida, which as of July 1, 2011 are required by Florida Statute 311.14 to develop a strategic plan with a 10-year horizon. The plan must be consistent with the CDMP and approved by the Port�s governing Board, the Board of County Commissioners, prior to submission to the Florida Seaport Transportation and Economic Development Council (FSTED), a public entity created within the Florida Department of Transportation.

The Master Plan serves as a planning tool used to update the Subelement of the County�s CDMP and was prepared simultaneously with the County�s Evaluation and Appraisal Report (EAR) which analyzes the Port�s compliance with its goals, policies and objectives.

The Master Plan is primarily anchored by 5, 15 and 25-year forecasts for cruise and cargo traffic. These forecasts have been derived through market assessments, the commitments that the Port has made in current and planned user agreements, and the Port�s latest Economic Impact Analysis completed in 2008. The forecasts were used to develop a sustainable strategic business plan and a framework for infrastructure planning to meet the Port�s projected demands.

The Master Plan also addresses the ancillary supportive tasks required to operate the Port, inclusive of berth and mooring assessments and infrastructure improvements that are pertinent to the development and success of the Port. The Master Plan has been prepared and presented so that it can serve several functions noted below:

� Establish short and long-term capital programs
� Establish a long-term vision for the Port
� Provide sound public need and justification to support future projects and development at the Port
� Provide a planning vehicle for use in seeking grants

The 2020 Master Plan outlined three major infrastructure projects, the dredge to -50�/-52�, the rail rehabilitation, and the tunnel, all of which are currently underway. The projected growth scenarios from these projects were used as baselines for the Master Plan.

The Master Plan projects are anticipated to increase both cargo and passenger throughput by adding services, upgrading infrastructure, enhancing efficiency, and increasing berthing capacity. Critical elements of the Master Plan that address the cruise and cargo industries include:

Cruise
The Port handled over 4.3 million passengers in 2010. The Master Plan projects passenger growth to 5.7 million by 2035.


For the Port to remain competitive in the regional/international marketplace and be able to fully accommodate the service requirements of the future generation of cruise vessels, current and future berths, terminal facilities, and upland support areas will need to be improved to accommodate these large cruise vessels. These improvements will offer industry operators facilities and venues capable of accommodating ships with upwards of 5,000 to 6,000 passengers. However, the core market will continue to reflect the predominant brands sailing from the Port which includes vessels ranging from 2,000 to 4,200-passengers per vessel.

The Master Plan introduces the next generation of financially viable cruise terminal facilities which provides for the consolidation of services allowing for more efficient management of operations and security. Along with new terminal facilities, the market assessment and berth analysis show a demand for up to 9 berths of 1,200 linear feet per berth through the 2035 projection period.

Within the overall cruise zone of the Port, it is envisioned in the mid-to long-term planning that a centralized multi-modal center could be developed to serve as a (i.) transportation hub for the Port, (ii.) provide additional commercial activity (hotel, retail, entertainment) and (iii.) allow for the opportunity to serve as a link to existing or new transportation facilities/nodes. The multi-modal center would also provide green spaces for outdoor activities.

Cargo
From 2000 through 2005, the Port�s cargo throughput increased steadily, growing at an average rate of about 4% per annum. By 2035, the unconstrained container throughput at the Port is projected to range between 1.77 million and 3.38 million Twenty foot equivalent units (TEUs). The long-term growth rates of these scenarios range between 3% and 5.48%.

Using the current configuration of approximately 260 acres of gross cargo terminal area, this equates to about 10,350 TEUs per acre. Industry studies indicate that terminal density can increase to 11,000 TEUs per acre and eventually to 15,000 TEUs per acre without full terminal automation. To reach this level of densification, the Port, along with terminal operators, will need to move towards reducing on-Port dwell times; invest in Rubber Tire Gantry and Rail Mounted Gantry operations, improve gate efficiencies, and manage off-Port overflow yards, if necessary.

The Master Plan takes into consideration facilitating additional berth capacity. Since 2000 TEU capacity on vessels has continued to grow. Future fleet configurations serving our market will increase from an average vessel capacity of 3,600 TEUs to nearly 8,000 TEUs. The Master Plan analysis outlines the need for up to 9 berths with an average of 1,200 linear feet per berth.

Currently the Port owns 9 gantry cranes, of which 2 are Super Post-Panamax. The Master Plan calls for a total of 23 Super Post-Panamax gantry cranes by 2034 to meet demand.

The Master Plan also identifies the market opportunity to develop off-port distribution centers (DCs) to serve the Florida wholesale and retail markets. The opportunity for DCs arises from projected growth in Asian imports to East Coast ports from increases in all-water direct services via the Panama and Suez Canals.

The Master Plan calls for a new on-Port rail yard as an additional form of container movement to and from the Port to provide for reduced cost benefits associated with an intermodal link. The rail yard is incorporated into the long-term Master Plan, by use of the existing corridor and linkages to the Hialeah FEC yard as its base as well as to the national rail system. The addition of on-Port rail will improve road safety, while reducing fuel consumption, oil dependence, green house gas emissions, and road degradation.

The goal of the Master Plan is to provide a blueprint for growth that maximizes land use and provides for more efficient operations. Implementation of the plan will increase the economic viability of the Port by attracting additional global commerce and passengers, thus ensuring the Port�s role as a critical County asset.




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Deputy Mayor