UNCTAD/SHIP/494(17)

UNCTAD MONOGRAPHS
ON
PORT MANAGEMENT
A series of monographs prepared for UNCTAD in
collaboration
with the International Association of Ports and Harbors
(IAPH)

17

The economic impact of cruise ports:

The case of Miami

by

Araceli (Angie) Wright

Seaport Relations
Port of Miami

UNITED NATIONS
New York and Geneva, 2001
 ii

NOTE

The views expressed in this monograph are those of the author and do not necessarily
reflect those of the United Nations. The designations employed and the presentation of
the materials in this publication do not imply the expression of any opinion whatsoever on
the part of the Secretariat of the United Nations concerning the legal status of any
country, territory, city or area, or of its authorities, or concerning the delimitation of its
frontiers or boundaries.

*
* *

Other monographs in this series

No. 1 Changing from day-work plus overtime to two-shift working

No. 2 Planning land use in port areas: getting the most out of port
infrastructure
No. 3 Steps to effective equipment maintenance
No. 4 Operations planning in ports
No. 5 Container terminal pavement management and Supplement
No. 6 Measuring and evaluating port performance and productivity
No. 7 Steps to effective shed management
No. 8 Economic approach to equipment selection and replacement
No. 9 Recommendations on the planning and management of multipurpose
terminals
No. 10 Computerized container terminal management
No. 11 Electronic data interchange concerning ports
No. 12 Marketing promotion tools for ports
No. 13 Freeport development: the Mauritius experience (English only)
No. 14 Sustainable development strategies for cities and ports
No. 15 Quality management: The Port of Nantes/Saint-Nazaire experience
No. 16 Evolution of Brazilian Port Legislation

UNCTAD/SHIP/494(17)
 iii

INTRODUCTION TO THE SERIES

UNCTAD has been cooperating with the International Association of Ports and
Harbors (IAPH) for some years, in fields that include the production, translation and
distribution throughout the world of technical studies in the form of Monographs.
Through these, it helps to develop the management skills needed for the efficient port
operation in developing countries.

One important outcome of the ninth United Nations Conference on Trade and
Development (UNCTAD IX) was a new work programme for UNCTAD in the transport
field. It is important to stress that the original aim of improving the efficiency of ports
which spawne d the idea of the UNCTAD/IAPH monograph scheme was reaffirmed.

The UNCTAD Division for Services Infrastructure for Development and Trade
Efficiency is thus pleased to be able to continue to cooperate with IAPH, presenting
the practical experience gained by a specific port or professionals for the benefit of the
international port community.

This cooperation supplements other research, training and technical

cooperation activities carried out by the UNCTAD Division for Services Infrastructure
for Development and Trade Efficiency that seek in particular to encourage the
development of competitive international maritime transport services, reinforce trade
structures and promote international cooperation and exchanges of expertise. We
would like to thank the authors for their contribution to these monographs, all of
which have been made on a voluntary basis.

Jean Gurunlian
Director
Division for Services Infrastructure
for Development and Trade Efficiency
 iv

FOREWORD

When UNCTAD first decided to seek the cooperation of the International

Association of Ports and Harbors in producing monographs on port management, the
idea was enthusiastically welcomed as a further step forward in the provision of
information to managers from ports in developing countries. The preparation of
monographs through the IAPH Committee on International Port Development has
drawn on the resources of IAPH member ports to record, for the benefit of others, the
experience and lessons learnt in reaching current levels of port technology and
management. In addition, valuable assistance has been given by senior management
in ports of developing countries in assessing the value of the monographs at the
drafting stage.

I am confident that the UNCTAD monograph series will be of value to managers

from ports in developing countries in providing indicators toward decision-making for
improvements, technological advance and optimum use of existing resources.

The International Association of Ports and Harbors looks forward to continued

cooperation with UNCTAD in the preparation of many more papers in the monograph
series and expresses the hope that the series will fill a gap in the information
currently available to port managers.

Goon Kok-Loon
Chairman
Human Resources Development Committee
IAPH
 v

CONTENTS

Chapter Page

1. The importance of the cruise trade .......................................... 1

2. The cruise products and the shipping lines............................. 5

3. Facilities and services provided at the Port of Miami ............... 13

4. Ports and the future of the cruise industry ............................. 23

Annex

1. Vessels’ characteristics............................................................ 29

2. Quay/Berth locations and dimensions .................................... 30

 UNCTAD Monographs on Port Management 1

Chapter One

The importance of the cruise trade

Florida and Miami-Dade County

1. The State of Florida, in the United States of America, is a peninsula

located at the southeast tip of the North American landmass. The Atlantic
Ocean bounds it to the east, the Gulf of Mexico to the west and the Straits of
Florida to the south. With a population of 15.9 million (2000) inhabitants,
Florida is the fourth most populous state in the nation. Net migration into
the state has been approximately 250,000 people each year. Florida’s
population is thus projected to be more than 18.5 million by 2015.

2. In 1998, the service-based economy of Florida registered a gross state

product of $418 billion, placing it among the top fifteen world-market
economies and fifth in the Americas. International trade, along with
financial and ancillary services, accounts for the larger part of the state’s
economic activity. Tourism is a year-round activity and Florida’s second-
largest industry. Approximately 47 million tourists visited the state in 2000.

3. Specialized manufacturing is also important. More than 17,000 firms

are established in Florida, making it second only to California in numbe r of
firms in the aerospace and defense -related industries. The growing number
of electronics and high -technology manufacturers are served by 18 foreign
trade zones and more than 800 business parks, including multi-use,
industrial, research-and-development, and office parks.

4. The strategic geographical location of Florida, in the middle of north-

south and east-west ocean shipping routes, is complemented by a unique
and well-organized intermodal transportation system.

5. Florida’s 14-deepwater ports place all businesses within a maximum

distance of 150 kilometres (90 miles) of a seaport and close to global
markets. The state’s 20 major commercial airports — of which 12 are
international — put many major cities of the eastern United States and
those in the Caribbean and Central America within a three-hour flight.
Florida is also at the centre of the marketplace of the Americas with
800 million consumers. Moreover, fourteen freight railroad systems
connected by nearly 4,800 kilometres (3,000 miles) of track and four major
interstate highway systems totaling 19,200 kilometres (12,000 miles)
 UNCTAD Monographs on Port Management 2

provide for efficient intermodal transfer of freight for overnight delivery of

goods to nearly 60 per cent of the United States population.

6. Located along the southeast tip of the Florida peninsula, Miami-Dade

County encompasses more than 5,200 square kilometres (2,000 square
miles), has 2.2 million inhabitants (1999 estimate), and is the largest “local”
Government in the southeastern United States. Biscayne Bay and the
Atlantic Ocean bound it to the east, Everglades National Park to the west,
the Florida Keys to the south, and Broward County to the north. Miami -
Dade County is larger than the states of Rhode Island and Delaware, and
approximately the same size as Trinidad and Tobago.

FIGURE 1: THE STATE OF FLORIDA AND MIAMI-DADE COUNTY)

7. The Miami-Dade County Seaport Department is one of the major

economic generators for the county. The Port of Miami is strategically
positioned on the major north-south and east-west ocean trade routes, and
performs a dual role as Cruise Capital of the World and cargo Gateway of the
Americas.

8. The Miami-Dade County Aviation Department, or Miami International

Airport (MIA), is the main economic generator for the county’s economy. MIA
is the primary connecting point for air travel between the Americas and the
Caribbean, and a major gateway to Europe. Approximately 1,500 flights
 UNCTAD Monographs on Port Management 3

arrive and depart MIA each day. Its extensive air service network covers over
150 cities on four continents, positioning it among the busiest passenger
airports in the world. With a total 15.8 million-passenger count in 1999,
MIA ranked third in the United States for international travelers. Total
number of passengers during the same period reached 34 million, ranking
Miami International Airport in the top ten in the United States.

9. Besides a vibrant seaport and airport that connect Miami to the rest of
the world, Miami-Dade County also has the highest concentration (over 500)
of freight forwarders in the United States. The international trade mix
includes 53 consulates, 33 bi -national chambers of commerce, 20 foreign
trade offices, 13 Edge Act Corporations 1 and 38 foreign banks. There is also
an impressive contingent of multinational corporations, telecommunications
companies and business-support industries.

The Port of Miami

10. The Port of Miami is a 260-hectare (650 acres) island facility, located
in environmentally sensitive Biscayne Bay, adjacent to downtown Miami. A
fixed-span bridge connects the port to the mainland. The island complex is
approximately 3.8 kilometres (2.4 miles) long, 640 metres (0.4 miles) at its
widest point and 10.5 kilometres (6.5 miles) total shoreline. Entrance to the
harbor is through a 12.80 metres (42 feet) deep, 152 metres (500 feet) wide
channel known as Government Cut, dredged across the south tip of Miami
Beach, then 131.06 metres (430 feet) wide to a 274.32 metres (900 feet)
approach channel to the Port of Miami. Maximum tide levels are about
0.67 metres (2.2 feet) at the highest and 0.31 metres (1.0 feet) at the lowest.

11. The official name of the port is Dante B. Fascell 2 Port of Miami-Dade,
and is a department of Miami-Dade County government. The Port of Miami
is a non-operating seaport. It provides the infrastructure for the private
sector to conduct all commercial operations. The actual loading and
discharging of vessels is carried out by independent stevedoring companies
that contract with the individual cargo and cruise lines. Financially
independent from the county’s tax coffer, the seaport generates its operating
revenue from its billings for wharfage, dockage, storage, rent, water, etc.
Different financial vehicles are used for the financing of major expenses and
projects. These may involve state and federal grants and matching funds,
bond issues, and loan programmes.

1 These are domestic corporati ons organized for the purpose of foreign banking or other
international or foreign financial operations and have a federal charter.

2 For Mr. Dante B. Fascell, a renowned Florida politician.

 UNCTAD Monographs on Port Management 4

12. The seaport is a “clean port”, which does not handle bulk cargoes or
potentially dangerous or hazardous cargoes such as fuel oils. In addition to
palletized, project, and roll-on/roll-off cargo, the majority of cargo is
containerized, representing little pollution threat to the bay or surrounding
ecosystems.

13. With over forty shipping lines calling on more than 130 countries and
360 ports across the globe, the Port of Miami is the largest container port in
Florida and ranks among the top 10 in the United States. Markets served
include Africa, Asia, the Caribbean, Central America, Europe, the Middle
East and North America and South America. Geographic location and strong
cultural ties to Latin America and the Caribbean are contributing factors to
the considerable commerce with these markets.

14. During fiscal year 2000, a total of 2,424 ships docked at the port,
carrying 7.8 million tons of cargo, including 4.5 million tons of imports and
3.3 million tons of exports, and a total 868,178 TEUs. Latin America and
the Caribbean regions accounted for 60 per cent (4.7 million tons) of the
total trade. Trade with Europe has been increasing steadily, and in fiscal
year 2000 represented 24 per cent (1.9 million tons) of the total tonnage. A
significant increase in commercial trade is now anticipated with Africa and
the Far East.

15. In 1960, Miami-Dade County assumed control of the seaport from the
City of Miami. The seaport was then located on the coast close to downtown
and faced Dodge Island, which had been created back in 1902 when the
harbour was initially dredged to allow access of vessels. The county
immediately announced plans to construct a new port facility on Dodge
Island and the new Port of Miami was opened in 1963. Throughout the
1960s, the seaport flourished as the cruise and cargo industries developed.
During the 1970s, the port’s activity increased tremendously. By 1979, it
was obvious that the facilities were woefully inadequate to support new
business.

16. Thus, in 1980, the Port of Miami embarked on an ambitious

$250 million expansion programme, which doubled its size to more than
240 hectares (600 acres), expanding facilities onto adjacent manmade
Lummus Island. It also provided sophisticated cargo handling equipment,
new cruise terminals, and much needed office space.

17. In the mid-1990s, Dodge and Lummus islands were joined by using
spoil materials from dredging, thus becoming a single island facility. Today,
the port bears no resemblance to its humble beginnings in the 1890s.

18. The port now has approximately 260 hectares (650 acres) dedicated to
rolling stock, container yards, refrigerated warehouse space, gantry crane
 UNCTAD Monographs on Port Management 5

facilities, 12 modern cruise terminals, and administration offices for the

port, Government agencies, several shipping lines, maritime organizations
and cruise lines.

FIGURE 2: THE PORT OF MIAMI

Impact of the cruise industry on the port and the county

19. Since 1897, when the first passenger ship sailed out of Miami bound
for Nassau (Bahamas), the Port of Miami has held a preeminent position as
a leading cruise port. By the mid-1970s, the port had become the first to
host more than one million passengers in a single year, and by 1980, when
1.5 million people cruised from Miami, the port had solidified its reputation
as the Cruise Capital of the World.

20. Nowadays, the port has simultaneous berthing capacity for six mega
cruise vessels, 3 in addition to berthing facilities for smaller cruise ships and
passenger ferries. Planned passenger improvements include expansion of
berthing facilities to accommodate additional mega-ships and vehicular ferry

3 Those having lengths over 300 metres and exceeding 2,000 lower berths.
 UNCTAD Monographs on Port Management 6

services, as well as significant road improvements to minimize conflicts

between cargo and cruise activities.

21. During fiscal year 2000, eighteen cruise ships, totaling 1.4 million
gross registered tons, were homeported at Miami’s seaport, and close to
3.4 million passengers passed through its passenger terminals. Total port
revenues were $72.5 million and cruise activities accounted for
approximately $33.7 million, or 46 per cent of the total. These revenues were
derived from passenger wharfage, parking, dockage fees, water and electrical
services, and other miscellaneous charges.

22. The estimated total impact on the local economy resulting from port
activities during fiscal year 2000 exceeded $8 billion and 45,000 jobs.
Approximately 50 per cent of the total economic and employment effect is
attributable to cruise-related activities, as the following figures indicate:

?? Direct cruise economic benefits were $1.7 billion;

?? Total cruise economic benefits were $4.5 billion;
?? An estimated 23,000 jobs can be attributed to cruise-related activities.

23. Moreover, jobs created as a result of cruise-related port activity tend

to pay higher wages than jobs in other sectors. In 1999, the average wages
in the county for cruise-related jobs were $44,494, while a typical retail job
averages $18,707 annually. Also, cruise-related jobs are longer lasting and
benefit from training programmes.

24. Other salient economic benefits to the county from cruise operations
are:

?? Passengers arriving and departing through the area’s airports

constitute approximately 12 per cent of overall airline traffic;
?? An estimated 40 per cent of passengers stay 1.2 nights prior to or
after their cruise, thus benefiting local hotels, restaurants and retail
stores;
?? The cruise lines employ more than 6,700 people in Miami-Dade
County, with a payroll exceeding $300 million;
?? Cruise ships take their provisions at the port;
?? Cruise ships personnel shop for goods and services while homeported
in Miami;
?? The advertising and marketing of cruises.
 UNCTAD Monographs on Port Management 7

Chapter Two

The cruise products and the shipping lines

The cruise products available from Miami

25. Tourists are attracted to a cruise vacation by a myriad of factors and

even by minor details. Studies conducted by the cruise industry have
identified the top five reasons why cruising is rated higher than other
vacation types. These are pampering, relaxation, the chance to visit several
destinations, good value for money, and a variety of activities. Other
reasons advanced by the studies are the relative ease of planning and
arranging the holidays, the comfort of unpacking only once and sleeping
while the ship sails to a new destination, and a good way to try out a
vacation spot for a return stay.

26. In fact, the ship itself is a vacation destination with pool, shopping,
gambling, planned fun activities, quality entertainment, fine dining, and
comfortable accommodations. A cruise vacation is very often, too, a way to
meet interesting people, a romantic getaway, or an innovative setting for a
family reunion.

27. Also, within the last few years, the use of cruises as venues for
busine ss meetings has been growing, and the lines are designing ships to
accommodate this new trend. Conference rooms, audio/visual equipment,
computer centres, copy and fax machines, microphones, flip charts and
easels are some of the business amenities now found in the newer vessels.
Some lines go so far as to provide meeting coordinators, secretaries and
language translators.

28. The products offered by the major cruise lines operating from the Port
of Miami include:

Carnival Cruise Lines

3-, 4-, 5- and 7-day Eastern Caribbean, Western Caribbean and Bahamas
cruises – with the following ports of call: Calica/Cancún and Cozumel/
Playa del Carmen (Mexico), George Town (Cayman Islands), Key West
(Florida, United States), Nassau (Bahamas), Ocho Ríos (Jamaica), San Juan
(Puerto Rico) and St. Croix, St. John and St. Thomas (US Virgin Islands).
 UNCTAD Monographs on Port Management 8

Norwegian Cruise Line

3-, 4- and 7-day Eastern Caribbean, Western Caribbean and Bahamas

cruises – with the following ports of call: Belize City (Belize), Costa Maya and
Cozumel (Mexico), George Town (Cayman Islands), Great Stirrup Cay and
Key West (Florida, United States), Nassau (Bahamas), Ocho Ríos (Jamaica),
Roatán (Honduras), San Juan (Puerto Rico), St. Maarten (Netherland Antilles),
and St. John and St. Thomas (US Virgin Islands).

Royal Caribbean International

3-, 4-, 7-, 10-, 11-, 14-, and 15-day cruises to Bahamas, Caribbean,
Panama Canal, and transatlantic to Europe – with the following ports of call:
Coco Cay and Nassau (Bahamas), George Town (Cayman Islands), Key West
(Florida, United States), Labadee (Haiti), Ocho Ríos (Jamaica), Oranjestad
(Aruba, Netherland Antilles), Willemstad (Curaçao, Netherlands Antilles),
San Juan (Puerto Rico), St. Thomas (US Virgin Islands), Acapulco, Cozumel/
Playa del Carmen and Cabo San Lucas (Mexico), Panama Canal (Panama),
Puntarenas/Caldera (Costa Rica), San Diego (California, United States),
Barcelona and Málaga (Spain), Tenerife (Canary Islands, Spain) and Funchal
(Madeira, Portugal).

29. Air-sea packages, available through travel agents, are the primary
means of attracting greater numbers of cruise passengers. Travel agents
have a far greater impact on the cruise industry than in any other area. The
validity of this statement is confirmed by the percentage of revenue
generated through travel agents in selected sectors:

Cruises above 95 per cent

Airlines 70 per cent to 80 per cent
Hotels 10 per cent to 20 per cent
Car rentals 20 per cent to 60 per cent.

30. Moreover, a recently published study by Cruise Li nes International

Association (CLIA) for a five -year period shows that 90 per cent of cruise
passengers use travel agents; 43 per cent use them as just an order taker,
while 57 per cent use travel agents as an advisor at least some of the time.

31. The proximity of the port to the airport with its adequate facilities,
broad geographic distribution of flights and easily accessible ground
transportation is the determining factor for the success of these air-sea
packages. Accordingly, the Miami International Airport (MIA) serves as the
primary gateway for 80 per cent of Miami’s cruise passengers.
 UNCTAD Monographs on Port Management 9

FIGURE 3: MIAMI AND SOME CRUISE DESTINATIONS

32. The cruise industry recognizes the travel agent as their primary
source of business growth. Consequently, it is very supportive of the travel
agency community and the two enjoy a very close working relationship.

The pivotal role of shipping lines

33. The most prevalent cruises are those lasting between 3 to 7 days,
termed “short” cruises. Consequently, geography plays a major role when
shipping lines devise itineraries. The geographic location of Miami is an
undeniable advantage to reach the most popular cruise destinations — not
only in the Caribbean, but also Mexico, Central America and the northern
coast of South America. It also contributes to its homeport status – being
the origin and terminus of cruise itineraries.

34. The attractions and amenities available at destinations along the

cruise itinerary are indeed important considerations. Blue water, white
sandy beaches and sun continue to be a draw, but are no longer sufficient.
Theme parks, casinos and entertainment centres in the United States, as
well as low airfares to Europe are emerging as competition to the popular
island destinations in the region. In response, many of these are launching
advertising campaigns to remain attractive tourist locations. Some promote
scuba diving, shopping, cultural and historical attractions and museums.
Considering that one of the reasons people go on cruises is to investigate a
 UNCTAD Monographs on Port Management 10

destination for a future vacation, the decision to diversify offerings is a

sensible one.

35. The typical shore activities of cruise passengers in these destinations

include: sightseeing; shopping; visiting tourist attractions; participating in
organized excursions; visiting museums, churches, or cultural sights; going
to the beach; eating at local restaurants; and, participating in sports, such
as tennis or golf.

36. Baby boomers, 4 in particular, are culture seekers who want to enrich
themselves and want to return home with more to show from a vacation
than just a suntan. They want to come back smarter, better informed, and
thus seek out such attractions as museums, lectures and historical tours.

37. In addition to the interests of their clients when devising itineraries

and choosing ports of call for popular destinations, the cruise lines also take
into consideration other factors, such as: adequacy of port facilities; cost-
efficiency; and, passenger safety at destination. In some ports of call
wharves are inadequate, head taxes5 are too high, and passenger safety is
deficient. A recent example is Ocho Ríos, where there is talk of the lines
bypassing this Jamaican port-of-call because it is too small for their new
ships and the island is perceived as having a serious crime problem.

38. There is a degree of commonality between homeports and ports of call:

Both must provide adequate, cost-effective facilities and infrastructure, as
well as basic safety and security, convenience and attractions. Beyond
these, the homeport is challenged with a host of different issues. The
five points considered key to being a successful homeport are:

1) Outstanding port services and an equally appealing city;

2) Modern and efficient airport with substantial airlift;
3) Attractive tourist destinations and itineraries;
4) Large population centre;
5) Drive accessibility to that population.

39. In addition to excellent port infrastructure, (described in detail in the

following chapter) Miami has name value and attraction power as a
destination. It combines a beautiful city, wonderful beaches, ideal climate,
excellent airport, top-rated hotel accommodations and palpable
multicultural ambiance.

4 Those born after the Second World War, specifically, between 1946 and 1964.

5In addition to the ticket price, the cruise lines assess the charge for passenger wharfage —
head tax. Afterward, the lines pay the port directly, based on the seaport’s published tariff
rate.
 UNCTAD Monographs on Port Management 11

40. Cruise lines conducting homeport operations require the availability of

air transportation and sufficient supply of overnight lodging. MIA, the
primary airport serving the Port of Miami, is in the midst of an aggressive
expansion that will almost double passenger capacity to 72.1 million by
2005. Similarly, Miami -Dade County has sufficient hotel accommodations
available to meet the present and prospective needs of the cruise industry.
As of January 2001, these totalled 464 hotels and motels, and
47,700 rooms.

41. The standards for hotel room accommodation vary among the lines.
Typically, the lines prefer to be able to accommodate approximately one -
quarter of cruise passengers in overnight lodgings as part of either a pre- or
post-cruise stay-over. The duration of this stay-over ranges from one night
to three, four, or seven nights.

42. The number of destinations, islands or mainland, has grown steadily

along with the cruise industry. In 1969, there were essentially four
destinations: the Bahamas, Jamaica, Puerto Rico and the US Virgin Islands.
Today, the itineraries of the cruise lines make it possible to choose among
more than fifteen ports of call, including a 104-day world cruise.

43. Generating itineraries and timely deployment of adequate vessels to

reach preferred destinations is an on-going task for the shipping lines,
which implies considerable investment. As an example, two large vessels
that are set to come into operation in 2002 and 2003 are estimated to cost
$ 450 million each. In particular, the increase in size of cruise vessels poses
a challenge to ports. In the 1960s cruise ships averaged 120 metres
(400 feet) in length, 450 lower berths6 and 18,000 grt. The largest cruise
ships sailing these days are over 275 metres (900 feet) in length, have
between 2,600 and 3,600 lower berths and their grt fluctuates between
90,000 and 142,000. Annex 1 shows the main characteristics of cruise
vessels having Miami as homeport.

44. The lasting strength of the Port of Miami as a cruise homeport is also
attributable to its being an important business and population centre. Two
of the major cruise lines, Carnival Cruise Lines and Royal Caribbean have
their international headquarters located in the city. The third largest —
Norwegian Cruise Lines — also has its national head office located in Miami.
An efficient public transportation network allows staff and cruise passengers
to reach the downtown area in less than five minutes.

6 The capacity of cruise vessels can be stated by the number of beds available to
passengers, which can be deployed in one or two levels. The term “lower berth” measures
bed capacity at one level. Occupancy rates of 110 per cent mean that some beds of the
second level are being used.
 UNCTAD Monographs on Port Management 12

FIGURE 4: MEGASHIPS BERTHED IN MIAMI

45. The benefits accruing from cruise base -port operations to the local
economy have greatly increased competition for homeport status, to the
point that, today, almost 100 ports are vying for 20 cruise lines. Bearing in
mind that ship re-deployment takes one year, and building a mega-terminal
takes three years, the strategy pursued by the Port of Miami is to anticipate
the needs of the cruise lines and act upon them.

46. Overall, the pivotal role of the shipping lines in making cruises such a
phenomenal success cannot be overestimated. They generate the new cruise
products (e.g. itineraries and destinations), deploy and operate expensive
vessels and, together with travel agents, follow the changing preferences of
travelers to offer them appealing air-sea packages every season. The fast
reaction of the shipping lines to adapt their cruise packages to signals
coming from the travel networks is paramount in successfully marketing
their ships and destinations.
 UNCTAD Monographs on Port Management 13

Chapter Three

Facilities and services provided at the Port of Miami

The challenge of cruise trades

47. The dual billing of cargo Gateway of the Americas and Cruise Capital
of the World presents the Port of Miami with some unique challenges.
Foremost is the need to meet the functional requirements of both trades,
cargo and cruise, while maintaining an aesthetically pleasing appearance
that satisfies the expectations of the tourists.

48. Lighting and landscaping are among the means that the port
successfully uses to mitigate the manifestation of the cargo infrastructure.
These complement the clear physical separation of the two trades. As
indicated in Figure 5, cruise operations are conducted on the northeast side
of the island-port, while cargo ships work along the south side of the port.

49. The diversity of issues inherent in the cruise trade requires that more
than one division within the port be involved. The nature of the issue to be
addressed or resolved determines which section is to handle it. As an
example, contractual agreements with shipping lines, policy matters and
similar topics are dealt with at the top executive level of the seaport
management team. Ongoing service accommodations, on the other hand,
are part of the functions of the marketing division, just as issues relating to
operations are resolved by the cruise operations division and accounting
matters are the responsibility of the finance division.

The facilities and the services for cruise passengers

50. The island-port is bordered by approximately 6.5 kilometres of quay.

The following table shows the space allocated to the various operations
within the port. This configuration makes possible several berthing
scenarios to accommodate cruise ships of different lengths. Annex 2
provides the detailed quay and berth locations and dimensions.

51. There is an efficient use of the premises for cruise and cargo
terminals. Most of the surface is devoted to open storage for containers and
covered storage for goods, including a refrigerated warehouse. There are
also several office buildings occupied by the port administration,
 UNCTAD Monographs on Port Management 14

Government agencies, cruise and cargo shi pping lines, shipping agencies,
and freight forwarders.

Table 1:Quay lengths by type of operation in the Port of Miami

Trade Length in metres Depth in metres

Container 1517 8.50 to 12.80
RO-RO and LO -LO 1847 7.60 to 11.00
Cruise and Cargo 488 11.00
Cruise 2028 8.50 to 11.00
Other seafront 686 7.60 to 11.00

FIGURE 5: THE CRUISE AND CARGO SECTIONS OF THE PORT

52. The essential land-based facility for the cruise trade is the passenger
terminal. In 1969, it cost $5 million to build three passenger terminals
totaling 3,000 square metres (32,000 square feet) of air-conditioned space,
manual baggage pick-up areas (under roof, but not air-conditioned) and an
open parking lot. In 1999, the port completed the refurbishment of
two passenger terminals totaling 23,000 square metres (250,000 square
feet), totally air-conditioned, and the added amenities of airport -style
conveyor baggage system, VIP lounge, seating for 4,000 passengers, airline
reservation counters, and car rental stations. Also a compo nent of this
project included a 730-vehicle parking garage with a pedestrian bridge
connecting it to the terminals. The cost of the whole project reached
$76 million.
 UNCTAD Monographs on Port Management 15

53. In a modern passenger terminal, the flow of passengers, luggage and

ship stores is segregated. A three-story terminal building, positioned parallel
to the ship, is designed to accomplish the separation. The following figure
corresponds to terminals 3, 4 and 5 used by Royal Caribbean at the Port of
Miami. Embarking passengers who purchase air-sea packages from a travel
agent check their luggage at the airport of origin and don’t see it again until
they reach their cabin aboard the vessel. All the baggage handling is
prearranged as part of the package. These passengers go directly to the
second level to check in for the cruise, and proceed to the third level to
board the vessel. Passengers with accompanying luggage check it in on the
ground level and then proceed to the second and third levels.

54. An adjustable passenger bridge connects the third level of the

terminal to the ship over the 12-metre-wide apron. Disembarking cruisers
enter the terminal through the third floor. After passing through the
Immigration and Naturalization Service (INS), the passengers descend to the
ground level, where the baggage handling area, as well as customs, airline
check-in counters, and car rental agencies are located.

55. Cruise passengers arrive at the terminal using ground transportation

services, such as private automobiles, taxis, vans, and buses. Check-in for
embarking passengers is on the second floor. Until the vessel is actually
open for boarding, the passengers can make themselves comfortable in the
large waiting area with plenty of seating, lounges and multimedia
entertainment. The comfort and convenience of this waiting period adds to
the positive expectations of the wonderful vacation about to begin. Once the
ship is ready for boarding, the passengers go to the third level, where the
passenger-bridge connecting to the ship’s gate is found.

56. Cruise passengers returning from their vacation at sea will follow
the reverse process. They will find that the compartmentalized baggage
rooms and new luggage handling equipment allow the disembarkation
process to proceed smoothly — sequential disembarkation of passengers
according to flight priority is frequent. The modernized facilities also result
in accelerated processes through the relevant official services (e.g. customs,
immigration, etc.).

57. For those vacationers flying out directly after the cruise, registering
themselves and their luggage at the airline check-in counters, located on the
ground level and inside the terminal, effectively reduces the level of anxiety.
There is also a variety of user-friendly and efficient local transportation
between the seaport and the airport, culminating in a hassle-free and
seamless process.

58. The rate of passenger flow is different for arrivals and departures.
Since passengers embarking on a cruise are actually coming from different
 UNCTAD Monographs on Port Management 16

points and on different modes of transportation, the flow may start in the
morning and continue through to the afternoon. The process for
disembarking passengers at the end of the trip is at the approximate rate of
1,200 to 1,400 persons per hour. Since, on average, the cruise vessels carry
between 2,000 and 3,500 passengers and usually dock between 06:30 and
07:30 hours, by mid-morning all the passengers have disembarked.

59. Passenger security is paramount and includes passenger-screening

procedures similar to those found at airports. These procedures include the
inspection of all carry-on baggage and the use of metal detectors for
embarking passengers. Additional security techniques are routinely used by
both port and cruise line security, but these remain inconspicuous to
passengers. Those passengers who wish to have friends visit the ship prior
to sailing must check with the cruise line well in advance. All security
measures involving passenger identification and visitor control are designed
to prevent the introduction of unauthorized weapons and persons on board
the vessel.

60. The importance of the safe, expeditious and orderly processing of

thousands of arriving and departing passengers is a concern shared by the
regulatory agencies, the cruise lines and the seaport. The United States
Customs Service hosts and coordinates monthly meetings with the various
entities involved in the passenger processing procedures. These include the
United States Department of Agriculture (USDA), United States Coast
Guard, Miami-Dade Police, the cruise lines and seaport personnel. Topics of
discussion include security issues, facilitation of passengers and crew,
traffic patterns, access to restricted areas, and facility improvements.

61. The goal to strive for is always to make every aspect of the cruise
vacation a pleasant and memorable experience. This includes the process of
reaching the port, the time spent waiting to embark, and the reverse process
of disembarking and leaving the port facility. The various redevelopment
projects undertaken by the Port of Miami in the last two or three years have
succeeded in greatly enhancing the cruising experience for millions of
passengers.

62. Accordingly, the continual upgrading of the facilities to meet the needs
of the cruise lines is an ongoing task. A good example is the 32–month
improvement on terminals 8 and 9, which was undertaken in four phases
comprising seven construction projects. With very tight construction
deadlines, lasting from 3 to 11 months, the terminal serving 600-pasenger
Fantasy class vessels was upgraded to serve the bigger 2,800-lower berths
Destiny class vessels. The facility remained open to the trade throughout the
refurbishment period.
 UNCTAD Monographs on Port Management 17

FIGURE 6. TRANSVERSAL SECTION OF CRUISE TERMINALS

 UNCTAD Monographs on Port Management 18

63. Among the future projects is a proposed new passenger gateway and
access-road complex, currently in the design stage. The change in passenger
operations would channel traffic in cars, buses and taxis into a centralized
gate system near the centre of the port. Access to the passenger areas
would be controlled at the gate, and admission would be contingent on
producing a valid cruise ticket or visitor’s pass. New access lanes would
conduct traffic from the gate area to the passenger terminals at the eastern
and western ends of the seaport. The proposed system would effectively
separate passenger traffic from the cargo gate complex, thus enhancing
safety and security.

The services for baggage, stores and garbage operations

64. Baggage is typically transported separately, notably in the cases in

which the cruise lines contract directly with the bus companies for the
transportation of cruise passengers between the airports (MIA and
Fort Lauderdale International) and the seaport. The luggage-handling
equipment, located on the ground level of the terminal, allows the bags to be
sorted out and delivered to the cabins within a half-hour.

65. Passenger luggage is handled by union labor. The work pace is

similar to the passenger flow: more hectic on disembarkation. After the
luggage-handling process is completed, the same labour proceeds to loading
the ship’s stores. Because the suppliers arrive at different times throughout
the day, the entire process usually lasts until the middle of the afternoon, or
anywhere from four to six hours.

66. Both baggage and stores are handled at ground level, the former
reaching the apron through the ground level of the passenger terminal.
Suppliers carry the latter directly to the apron from where they are loaded
into the ship’s holds. These operations are carried out well below the level of
the passenger-bridge, positioned at the third level of the terminal.

67. An important activity is the collection and disposal of the ship’s

garbage at the end of the trip. This is carried out according to the
regulations established by the United States Department of Agriculture
(USDA), Animal and Plant Health Inspection Service (APHIS), and Plant
Protection and Quarantine (PPQ). USDA personnel at the Port of Miami
follow the guidelines established in the Maritime Garbage Handling
Procedures manual. The manual is a compliance agreement between
individual cruise lines and USDA. It sets out procedures for handling
regulated garbage, namely “garbage which is unloaded from any means of
conveyance which has returned to the continental United States from
overseas, unless specifically exempted by the USDA.”
 UNCTAD Monographs on Port Management 19

68. Accordingly, the vessel agent must make arrangements with a USDA
approved garbage disposal company for the removal and destruction of all
regulated garbage. This garbage must be contained in leak-proof plastic
bags, at least four millimetres thick and, if necessary, double bagged. USDA
officers must monitor the removal of regulated garbage from the vessel to
the containers on shore (See paragraph 78). Ship lines, agents or
crewmembers are responsible for inspecting the container for missing locks
and holes that may allow spillage. They are also responsible for locking the
container and making sure that it is completely sealed.

The official services

69. Following are some of the Government agencies with oversight of the
cruise industry regarding the monitoring of vessels, passengers, baggage,
stores and garbage:

United States Coast Guard (USCG) — Department of Transportation

70. The International Maritime Organization (IMO) establishes

international safety standards that govern ocean-going vessels worldwide.
Nearly all the cruise vessels in operation today are registered under flags of
various countries, and each ship must also comply with the vessel
inspection laws of the country in which it is registered.

71. In the United States, enforcing vessel safety standards is the

responsibility of the USCG. As a condition of permitting the vessels to take
on passengers at United States ports, the USCG requires ships to meet the
International Convention for the Safety of Life at Sea (SOLAS). To ensure
compliance with SOLAS, the Coast Guard examines the ship when it first
goes into service at a United States port, with qua rterly checks thereafter.
The examinations emphasize structural fire safety and proper lifesaving
equipment.

72. The USCG is also responsible for enforcing the IMO’s Measures to
Prevent Unlawful Acts Against Passengers and Crews on Board Ships,
adopted in 1986. The regulations outline specific procedures that cruise
ships, ports and flag States must follow in regard to security. The IMO
measures require ship operators to restrict access to authorized personnel
and monitor the flow of materials brought on board a ship in port.

73. Further, on October 16, 1996, the United States Coast Guard
implemented an Interim Final Rule on Security for Passenger Vessels and
Passenger Terminals that adopted the IMO measures. The rule set three
levels of security – low, medium and high – based on the nature of the threat
received, and requires vessel and port terminal operators to adjust security
procedures accordingly.
 UNCTAD Monographs on Port Management 20

74. Each year, the cruise lines submit a comprehensive security plan to
the USCG for each vessel and port terminal. The plan details the security
procedures for screening passengers, baggage and ship supplies, as well as
limiting access to the vessel and terminal facility.

75. The USCG is also entrusted with protecting the marine environment,
notably enforcing regulations regarding ocean dumping from vessels. The
regulations make it illegal to dump plastic refuse and garbage mixed with
plastic into any waters, and restrict dumping of non-plastic trash and other
forms of garbage. Foreign -flagged vessels are subject to these regulations
while operating in United States waters out to, and including, the Exclusive
Economic Zone (200 miles offshore).

Centers for Disease Control and Prevention (CDC) — Department of Health

and Human Resources

76. Oversight of sanitary conditions on passenger vessels is the

responsibility of the CDC, a division of the United States Public Health
Service. The CDC conducts both scheduled and surprise inspections of
passenger vessels in United States ports. The inspections focus on proper
sanitation for drinking water, food storage, food preparation and handling,
and general cleanliness.

Immigration and Naturalization Service (INS) and Federal Bureau of

Investigation (FBI) — Department of Justice

77. The INS conducts immigration inspections of travelers entering the

United States at officially designated ports of entry, such as the Port of
Miami. The FBI is concerned with threats to the security of the country
(e.g. terrorism).

Customs Service — Department of Treasury

78. The United States Customs Service is the leading border agency at
ports of entry for cruise ships arriving from foreign destinations. The
official services performed by United States Customs include:

a) Entry and clearance of vessels;

b) Process and facilitate the flow of passengers and luggage
through the terminal and on to ground and air transportation;
c) Supervise the loading and off-loading of ships stores;
d) Enforce the regulations pertaining to the importation of
merchandise.
 UNCTAD Monographs on Port Management 21

Animal and Plant Health Inspection Service (APHIS), Plant Protection and
Quarantine (PPQ) — Department of Agriculture

79. APHIS and PPQ are responsible for monitoring the handling of
regulated garbage in accordance with regulations. They are also charged
with enforcing USDA regulations concerning limits on items brought into the
country from overseas by cruise passengers. Prohibited items can contain
foreign animal and plant pests and diseases that could seriously damage
crops, livestock, pets, and environment. Items not allowed entry are meats,
fruits, vegetables, plants, animals, and plant and animal products.
Accordingly, APHIS and PPQ officers inspect passenger baggage for
agricultural products.
 UNCTAD Monographs on Port Management 23

Chapter Four

Ports and the future of the cruise industry

80. The worldwide cruise industry relies heavily on the North American
market (United States and Canada), which has been growing steadily for
many years. The most recent expansionist phase of the North American
cruise industry began in 1997, when it added a net of eight ne w ships with
an aggregate capacity of 8,047 lower berths — a 7.4 per cent increase in
berth capacity. Between 1997 and 1999, the industry added 18 more ships
and more than 29,800 lower berths – an increase of 13.7 per cent in the
number of ships and 25.2 per cent in the number of lower berths. As these
percentages indicate, the industry is not only expanding its fleet, but also
doing so with larger vessels.

81. For 1999, it was estimated that cruise ships homeporting in Florida
had a combined annual capacity of 21 million bed days, 7 or 67 per cent of
the total United States capacity — the largest in the world. The Port of
Miami had the largest share (39.03 per cent) of this total, with other State
ports following: Canaveral (35.08 per cent), Everglades (15.31 per cent),
Tampa (5.23 per cent), Palm Beach (4.46 per cent), and Manatee (0.89 per
cent).

82. The number of ships homeporting in Florida is expected to continue to

increase into 2005. The following table indicates that planned additions to
the North American fleet call for 76,935 lower berths, corresponding to a net
addition of 47 vessels. This represents a 52 per cent increase in lower berths
and a 31 per cent increase in the number of ships.

83. As indicated in the following table, megaships — those with 2,000 or

more lower berths — will account for 56 per cent of the increased capacity.
Three cruise lines homeported in Miami — Carnival, Norwegian and Royal
Caribbean — will add only megaships. With a projected 52 per cent
increase in the Florida capacity by 2005, it is expected that Florida
passenger embarkations will increase by 48 per cent. The slower growth in
passengers, when compared to the growth in lower berths, is the result of a

7 This is another capacity measure used in the cruise industry that multiplies the available
lower berths by 350 days. It is generally assumed that two weeks per year are necessary for
maintenance and refurbishment of each cruise ship.
 UNCTAD Monographs on Port Management 24

slight increase in the average length of a cruise and a decline in the capacity
utilization rate.

Table 2

Planned additions to Lower Berth Capacity

North America Passenger Cruise Industry 2000 — 2005

Cruise Line Lower berth capacity added in each range

< 500 500 — 999 1000 — 1999 > 2000 Total
Carnival* 12,438 12,438
Celebrity 7,800 7,800
Holland 6,416 6,416
America
Norwegian* 6,000 6,000
Princess 5,840 7,800 13,650
Royal 14,508 14,508
Caribbean*
Other 2,723 6,188 7,920 2,112 18,943
Total 2,723 6,188 27,986 42,858 79,755
Net withdrawals 2,820
Net Additions 76,935
* Homeported in Miami

84. Without a doubt, the cruise industry remains the fastest-growing

segment of the international travel and leisure sector. According to industry
market studies, approximately 90 per cent of the United States population
has never taken a cruise vacation. Based on this estimate, there is a vast
untapped market in the United States alone. Considering the increasing
popularity of cruise vacations, it appears that the future of the cruise
industry is bright indeed, particularly in this region of the world.

85. Moreover, in 2000, the Caribbean — comprised of Caribbean islands

and the Bahamas — again dominated the cruise destinations market with
45.9 per cent of vessel deployment. Other leading markets were Europe –
18.7 per cent (N. Europe – 7.0 per cent, Mediterranean – 11.7 per cent),
Alaska – 7.8 per cent, West Mexico – 5.0 per cent, Trans -Canal – 4.8 per
cent.

86. The geographic location of the Port of Miami has a formidable

advantage for the dominant destinations in the Caribbean and Bahamas, as
well as for those developing in Mexico, Central America, Panama Canal and
South America. As the cruise industry continues its incredible expansionary
phase, the port will go on developing and enhancing its facilities in
 UNCTAD Monographs on Port Management 25

anticipation of the needs of tomorrow, thus ensuring the continued

distinction as Cruise Capital of the World.

An opportunity for ports: adding new destinations

87. The opening of new Caribbean destinations to consolidate the

leadership of the region in the cruise markets, as well as the opening of
destinations in other regions, requires a careful consideration of the factors
reviewed in chapters 2 and 3.

88. The Caribbean8 research suggests that those factors can be grouped
into two, namely: (i) port-related attributes; and (ii) island-related attributes.
The former includes vessel accessibility to the port, berth availability,
berthing facilities, passenger reception facilities, good official services and
vessel security. The latter comprises water sports, cultural diversity,
friendliness of locals, political stability, tourist safety, etc.

89. A cursory review of tourist brochures9 shows that cruise trades are
spreading to other regions. Thus, other ports could seize opportunities
opened to them in “short” and “long” cruises.

Teamwork needed

90. The importance of location is indisputable, but is not the sole

determining factor for a successful base-port operation. Support facilities
and infrastructure, such as airlift and lodging capacity, efficient ground
transportation and telecommunications, experienced manpower, properly
staffed and trained regulatory agencies and security bodies, as well as the
enthusiastic backing of the general public are equally important.

91. The success of a seaport is dependent on many players and close

partnerships. For example, it takes a community-wide effort involving,
among others, airport management, county and city officials, organized
labour, hotel associations, convention and visitor s bureau, private
enterprise and chambers of commerce to come together with a vision of what
is needed and to carry the plan through.

8 Strategies for Global and Regional Ports – The case of Caribbean Container and Cruise
Ports by Dr. G. De Monie et al. Kluwer Academic Publishers. 1998. Dordrech, the
Netherlands.

9 A 12-day cruise covering the West Mediterranean, Morocco and the Madeira and Canary
islands; a 15-day cruise around the Baltic Sea; a 26-day cruise covering the West Coast of
South America, Panama Canal, Caribbean coast of Central America and Yucatan Peninsula;
and a 27-day cruise covering Australia, New Zealand and the Antarctic.
 UNCTAD Monographs on Port Management 26

92. In 1999, the Port of Miami and the cruise industry rallied the entire
community to successfully fend off an attempt to impose a $4 tax per person
per day on every cruise passenger sailing from the seaport. The purpose of
the tax was to fund a new baseball stadium. Because the head tax was to
be charged only to Port of Miami passengers, the cruise lines would have
had to absorb it to remain competitive. The eventual result would have been
the lines moving to another port, either in Florida or offshore. In either
case, the effect would have been devastating to the community’s economy.
Among the losers would have been the port, the cruise lines, the airport,
local hotels, restaurants and entertainment centres, retail stores, rental car
companies, and would result in the loss of thousands of jobs and millions of
dollars in wages.

93. In large measure based on the ability to recognize a common threat,

and the disposition to work together and present a united front, the
measure was successfully defeated when the State governor, after hearing
the community’s concerns, withdrew his support from the bill — effectively
killing it.

94. Another example of teamwork is the cargo and cruise industries

coming together to assist on issues that affect the port. One such issue is
improving the flow of traffic entering and leaving the port and relieving
congestion on city streets. For this project, termed the Access Roads
Project, the cargo and cruise lines, the airport, chambers of commerce, and
municipalities all work together to achieve the desired goal.

95. A third example is the lighting of the MacArthur Causeway Bridge in

2000. This bridge over Biscayne Bay connects mainland Miami with Miami
Beach through Watson Island. The high-level bridge, which opened to traffic
in 1997, has excellent exposure from the south, notably the cruise terminals
and the new American Airlines Arena. Following the positive response from
the community to the lighting of the bridge connecting the seaport to the
mainland, the Florida Department of Transportation and Miami-Dade
County jointly sponsored the lighting of the MacArthur Causeway Bridge.
The cost for design and construction was approximately $1.5 million. A
committee made up of public, private and community partners selected the
lighting schemes and colors. The lighting on the MacArthur Causeway
Bridge has become a bright and beautiful landmark of the city.

96. The underlying message behind the three examples cited above is a
simple, but important one: One port, one community.
 UNCTAD Monographs on Port Management 27

Reference Sources

− Caribbean Tourism Organization

− Enterprise Florida

- Florida State Government

− Florida -Caribbean Cruise Association (FCCA), “Contribution of the

North American Cruise Industry to the Florida Economy in 1999” –
(Draft Report)

− Greater Miami Convention and Visitors Bureau

− Immigration and Naturalization Services (INS)

--- International Council of Cruise Lines (ICCL)

− Miami -Dade County Government

− United States Census Bureau

− United States Coast Guard (USCG)

− United States Customs Service

− United States Department of Agriculture (USDA), Animal and Plant

Health Inspection Service (APHIS), and Plant Protection & Quarantine
(PPQ)
 UNCTAD Monographs on Port Management 29

ANNEX 1: Vessels’ Characteristics

Vessel grt Length in metres Lower Berths

Carnival Triumph 102,000 272 2,758

Carnival Victory 102,000 272 2,758
Ecstasy 70,367 261 2,052
Fascination 70,367 261 2,052
Imagination 70,367 261 2,052
Paradise 70,367 261 2,052
Norwegian Majesty 40,876 207 1,462
Norwegian Sea 42,000 214 1,518
Norwegian Sky 77,104 260 2,002
Norwegian Sun 77,000 260 2,000
Norwegian Wind 50,760 230 1,748
S/S Norway 76,049 321 2,032
Explorer of the Seas 142,000 311 3,100
Grandeur of the Seas 74,140 279 1,950
Majesty of the Seas 73,941 268 2,350
Splendour of the Seas 69,130 264 1,800
Vision of the Seas 78,491 279 2,000
Voyager of the Seas 142,000 311 3,100
 Annex 2: Quay / Berth Locations and Dimensions

Length Apron Width MLW Depth Alongside

Berth/Locations Feet Metres Feet (Metres) Feet Metres
Passenger Terminal 7 (Ro/Ro) 750 229 150 (45.7) 32 9.75
Passenger Terminal 1-5 and 10 (Bays 1-25) 3,220 982 40 (12.20) 36 11.00
Bays 25-38 (Passenger/Cargo) 1,600 488 70 (21.30) 36 11.00
Passenger Terminals 8-9 (Bays 38-45) 1,680 512 70 36 11.00
Bays 45-55 1,200 366 180 (54.9) 36 11.00
Bay 55 W, Ro/Ro – Lo/Lo 900 274 180 36 11.00
Bay 59W, Ro/Ro – Lo/Lo 550 168 180 32 9.75
Bay 65W, Ro/Ro – Lo/Lo 690 210 180 32 9.75
Gantry Crane Berths 99 – 115 2,000 610 180 42 12.80
Gantry Crane Berths 115- 127 1,400 427 180 40 12.20

30
Gantry Crane Berths 127 - 131 450 137 180 36 11.00
Gantry Crane Berths 131 - 140 1,125 343 180 28 8.50
Bays 144- 148 600 183 80 (24.40) 25 7.60
Bay 154, Ro/Ro – Lo/Lo 670 204 80 25 7.60
Bay 155, Ro/Ro – Lo/Lo 550 168 80 25 7.60
Bays 161- 171 (171 Ro/Ro – Lo/Lo) 1,250 381 80 31 9.50
Bays 165 – 177 (171&172 Ro/Ro – Lo/Lo) 1,450 442 80 25 7.60
Bays 183 -187 450 137 80 25 7.60
Passenger Terminal 12 (Bays 187-195) 1,000 305 100(30.40) 28 8.50
Notes:
1. Ships’ berths are noted with bay numbers that begin at the northwest corner of the island. Bay numbers increase in a clockwise
direction around the port in increments of approximately 120 feet per bay.
2. Bulkheads are concrete -capped, steel sheet pile with 7.5 feet minimum height above MLW. Apron areas are asphalt paving over
compact fill or reinforced concrete decking on piling.