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Solicitation R2113514P1
2018 Port Everglades Master/Vision Plan Update Consultant Selection
August 31, 2017
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Strategic Master Plan
20172020202520302035
Visionary
Practical
2038
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TE
AM
BERMELLO, AJAMIL & PARTNERS (B&A) – PRIME
ADEPT PUBLIC RELATIONS (CBE)CORDOVA RODRIGUEZ & ASSOCIATES, INC. (CBE)HAMMOND & ASSOCIATES, INC. (CBE)S&F ENGINEERS, INC. (CBE/DBE/MBE)MARTIN ASSOCIATES
HANDEX CONSULTING & REMEDIATION
HATCH
HDR
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EX
PE
RI
EN
CE
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EX
PE
RI
EN
CE
• Port Miami Strategic Plans (2008, 2012, 2017)
• Port Canaveral Cruise Master Plan 2014
• Port Canaveral Strategic Master Plan (2017)
• Port Tampa Bay Channelside Master Plan (2015)
• JAXPort Master Plan (2013)
• Port Everglades M/VP – Cruise & Cargo Market Study (2006, 2009)
• Singapore Marina Bay Master Plan (2017)
• Port of Seattle Pier 66 Multi-Use Cruise Facility & Master Plan (2017)
• Port of San Diego - General Planning and Financial Feasibility (2004-present)
• NY/NJ PA Master Plan (ongoing)
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• All Florida Ports
• Deepening the Port Miami shipping channel to 50 feet
• Maintaining the Houston ship channel
• Channel deepening and widening for an LNG facility at the Port of Freeport
• Deepening the Port of Galveston shipping channel
• Deepening the St. John’s River in Jacksonville
• Benefit-cost analysis of maintaining the Port of Baltimore’s main shipping channel at
50 feet
• Maintaining the Port of Oakland shipping channel
• Economic impacts for the Port of Boston
EX
PE
RI
EN
CE
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EX
PE
RI
EN
CE
• Port Miami Intermodal Rail Project - $22M (TIGER)
• Atlantic Gateway: Partnering to Unlock the I-95 Corridor - $165M (FASTLANE)
• I-10 Phoenix to Tucson Corridor Improvements - $54M (FASTLANE)
• Port of Savannah International Multi-Modal Connector - $44M (FASTLANE)
• Massport/Conley Terminal Modernization - $42M (FASTLANE)
• Fort Lauderdale Wave Streetcar Projects - $18M (TIGER)
• Port of New Orleans rail yard Improvements - $16.7M (TIGER)
• Dames Point Intermodal Container Facility - $10M (TIGER)
• Portland Marine Terminal Freight and Jobs Access Project - $7.3M (TIGER)
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Port Tampa Bay Port Canaveral Port Miami
Port of San Diego Port of Seattle New York Terminals
Virrgin Islands PA Bar Harbor Ferry Terminal
Singapore Dublin Port Company Tarragona, Spain
Gibraltar India (Cruise Strategy) Cape Verde Islands
EX
PE
RI
EN
CE
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B&A is a pioneer in the use of drones
for port master planning purposes and
will integrate drones into the PEV M/VP
process to assess and map critical
assets within the Port and capture
unique video footage for marketing
purposes
HDR and HATCH have 30 years of combined LNG
experience in 150 countries
EX
PE
RI
EN
CE
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• The largest source of revenue - no longer growing reliably year-over-year
• Port Miami and Port Canaveral both putting serious pressure on PEV by adding new terminal capacity
for vessels up to and including Oasis-class
• LNG bunkering at competing ports being developed (early stages)
• PEV cruise infrastructure must keep pace
KE
Y
IS
SU
ES
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Florida homeport passengers (PEV+MIA+PC+PTB)
6,000,000
7,000,000
8,000,000
9,000,000
10,000,000
11,000,000
12,000,000
13,000,000
14,000,000
2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2103 2014 2015 2016
5.7% GROWTH RATE1.5% GROWTH RATE
41% GROWTH
Florida Ports Remain Largest Despite Global
Industry Growth
Port Everglades, Port Miami and Port Canaveral remain the three largest cruise ports in the
world, despite the industry’s global expansion to Europe and Asia, according to the…
2017-2018 Cruise Industry News Annual Report.
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Ship order progression
0
10,000
20,000
30,000
40,000
50,000
60,000
0
5
10
15
20
25
Nu
mb
er
of
ship
s
ships 2014 ships 2015 ships 2016 ships 2017 paxs 2014 paxs 2015 paxs 2016 paxs 2017
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Florida homeport passengers
6,000,000
8,000,000
10,000,000
12,000,000
14,000,000
16,000,000
18,000,000
20,000,000
22,000,000
24,000,000
26,000,000
2003 2008 2013 2018 2023 2028
3% growth 4% growth historical
Source: B&A
Growth potential
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AT 1 MILLION PASSENGERS PER BERTH
OVER THE NEXT 20 YEARS THERE COULD BE
DEMAND FOR AN ADDITIONAL 10 BERTHS IN FLORIDA
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Additional future berth options
• Port Everglades
• Current – 8 berths
• Future ???
• Port Miami
• Current - 7 berths
• Future 9-10
• Port Canaveral
• Current – 5 berths
• Future 9
• Port Tampa Bay
• Current – 3 berths
• Future 2
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Port Everglades cruise
103,899 sf
94,916 sf
246,738 sf
100,568 sf
113,586 sf
68,279 sf
147,400 sf
102,474 sf
1,337’
8 Terminals
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Comparison of terminal efficiency (2015)
0
100,000
200,000
300,000
400,000
500,000
600,000
700,000
800,000
Port
Canaveral
Miami Port
Everglades
Tampa New York Boston Vancouver Seattle Los
Angeles
San Diego
Pa
sse
ng
er
pe
r b
ert
h
Year round Seasonal
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Port Canaveral – passengers per berth
0
200,000
400,000
600,000
800,000
1,000,000
1,200,000
1,400,000
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Port Everglades potential
• PEV has the longest berths, but no new berths…….
• Terminals are updated as demand
• Agreements have locked in users to facilities, leaving little
room for new customers
• Need to increase berth availability
• Need to rethink terminal operations / layouts to maximize or
optimize use
• Balance seasonal to year-round
• Conscious of new users
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• Trade lanes
• North/South key
• Emerging markets – Africa, Mexico
• Asian
• Europe/Med
• Markets – Perishables
• Infrastructure
• Channel depth
• Cranes
• Surface transportation access
• Operations
• ILA/Teamsters/Non-union
• Integrated operating systems
• Truck retrieval
• Yard layouts
KE
Y
IS
SU
ES
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• Future demand/markets
• Gasoline
• Jet Fuel
• Alternative Fuels
• EVs
• Potential changes in vessel dimensions –
• Utilization of empty space:
• Steel
• Autos
• Project cargo/yachts
•Revenue maximization
KE
Y
IS
SU
ES
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…
• Cruise ships
• Cargo -- Crowley, SeaStar and Tote
• ECA regulations
• How to develop LNG to meet demand over time
• Land leases
• Optimization of net income
KE
Y
IS
SU
ES
0
1
2
3
4
5
Nu
mb
er o
f sh
ips
Carnival Aida Costa Disney Royal Caribbean TUI MSC
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NEAR-DOCK RAIL = OPPORTUNITY TO EXPAND
HINTERLAND AND REDUCE LOCAL TRUCK TRAFFIC
PHASE 9B CONTAINER YARD = OPTIONS FOR
FLEXIBLE FUTURE USE (CHASSIS STORAGE, EMPTY
STORAGE, M&R/INSPECTIONS, TRANSLOADING, OTHER?)
FTZ, COLD/FROZEN STORAGE TO SUPPORT REEFER TRADE, CRUISE PROVISIONING
LONG-TERM NEED TO RECONFIGURE/DENSIFY CONTAINER YARDS
OVER TIME TO INCREASE THROUGHPUT ON SAME FOOTPRINT
KE
Y
IS
SU
ES
SOUTHPORT
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Single access point for trucks = potential future congestion on peak pick-up/drop-off days
More, larger vessels at berth = potential for more intense daily/weekly volume peaks for container yards/gates
Resilience
Efficiency Autonomous trucks/IOT
Logistics
24/7 Container visibility
Operations
SOUTHPORT
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HOW TO ACCOMMODATE LNG BUNKERING = MAJOR
CONSIDERATION FOR COMING 20 YEARS
IMPROVE T29 (CRUISE) INBALANCE WITH INCREASED
UTILIZATION OF ADJACENT
BACKLANDS (CARGO); T19, T21, T25 AND SURROUNDING
GTAS/PARKING
OTHER PROPERTIES WITHIN AND BEYOND PEV SHOULD BE IDENTIFIED FOR POTENTIAL FUTURE
DEVELOPMENT AND USE/REUSE (INCLUDING
OFFICE/COMMERCIAL)
MIXED USE AREAS INCREASE LAND UTILIZATION AND CREATE COMPLIMENTARY REVENUE
OPPORTUNITIES – HAS WORKED WELL HISTORICALLY BUT MAY COME UNDER PRESSURE AS CRUISE AND
NON-CONTAINERIZED CARGO NEEDS GROW AND CHANGE OVER TIME
KE
Y
IS
SU
ES
MIDPORT
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Resilience
Flexibility
Berths 19-21, Terminal 29 and the “knuckle” = constraints to growth in cruise vessel size, PAX volume
Cruise Ops
Circulation/ Parking
Bulk/Ro-Ro
Containers
Vehicular access to the Midport garage and pick-up/drop-off congestion at T19, T21, T25 and T26 on multi-ship days
MIDPORT
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INTEGRATION OF CRUISE OPERATIONS AT
T2, T4 AND T1 (FERRY) WITH
CONVENTION CENTER ACTIVITIES AND
EXPANSION IS CHALLENGING BUT MUST BE
ACHIEVED AS PART OF THE BROADER
BROWARD COUNTY VISION FOR THE
FUTURE
PETROLEUM OPERATIONS ARE CRITICAL TO THE SOUTH FLORIDA
ECONOMY AND DEMAND IS LIKELY TO GROW AS THE REGION
GROWS: HOW AND WHERE TO ACCOMMODATE?
HOW TO ACCOMMODATE LNG BUNKERING = MAJOR
CONSIDERATION FOR THE COMING 20 YEARS
KE
Y
IS
SU
ES
NORTHPORT
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Neo-bulk = good utilization of available land but likely to be cyclical/short-term/spot market opportunities
Resilience
Other properties within and beyond PEV should be identified for potential future development and use/reuse (including office/commercial)
Integration Cruise/ Conventions
LNG Bunkering
New Opportunities
Petroleum NORTHPORT
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• Identify opportunities to grow volumes and revenues in a diversified portfolio of operations
• Balance local and regional needs
• Provide for economic, environmental and community needs
…
• Build on existing strengths and current investments
• Preserve flexibility to adapt to new opportunities
• Explore opportunities to introduce technology and innovative practices
• Use dynamic financial modeling for evaluation
• Emphasize sustainability and optimization
• Engage a broad range of stakeholders
AP
PR
OA
CH
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MARKET FORCESPORT FINANCES
CO
MM
UN
ITY
NEED
S
EC
ON
OM
IC
IMP
AC
TS
Approach
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FINAN IALS
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PEV Gross income by business unit
$-
$20,000
$40,000
$60,000
$80,000
$100,000
$120,000
$140,000
$160,000
$180,000
2012 2013 2014 2015 2016
Cruise Containerized cargo Petroleum Real estate Parking Other Break Bulk Bulk
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Individual financial modules
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Gross income by business unit
$0
$100,000,000
$200,000,000
$300,000,000
$400,000,000
$500,000,000
$600,000,000
20
08
20
09
20
10
20
11
20
12
20
13
20
14
20
15
20
16
20
17
20
18
20
19
20
20
20
21
20
22
20
23
20
24
20
25
20
26
20
27
20
28
20
29
20
30
20
31
20
32
20
33
20
34
20
35
20
36
20
37
20
38
20
39
20
40
20
41
20
42
20
43
20
44
20
45
20
46
20
47
20
48
Cruise Parking and transport Gaming ships Cargo operations Real estate
Space port Exploration Tower Parks and recreation Miscellaneous
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Net income by business unit
$0
$50,000,000
$100,000,000
$150,000,000
$200,000,000
$250,000,000
$300,000,000
$350,000,000
$400,000,000
20
08
20
09
20
10
20
11
20
12
20
13
20
14
20
15
20
16
20
17
20
18
20
19
20
20
20
21
20
22
20
23
20
24
20
25
20
26
20
27
20
28
20
29
20
30
20
31
20
32
20
33
20
34
20
35
20
36
20
37
20
38
20
39
20
40
20
41
20
42
20
43
20
44
20
45
20
46
20
47
20
48
Cruise Gaming ships Parking and transport Cargo operations Real estate
Space port Exploration Tower Parks and recreation Miscellaneous
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CIP by business unit
$0
$50,000
$100,000
$150,000
$200,000
$250,000
$300,000
Tho
usa
nd
s
Cruise projects Gaming vessels Cargo projects PCTC
Spaceport Real estate projects The Cove Exploration Tower
Parks and recreation General projects Project management
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CIP by project type
$0
$50,000
$100,000
$150,000
$200,000
$250,000
$300,000
Tho
usa
nd
s
Cruise terminal Cruise berth Parking Space berth and yard Berth and apron
Security Cargo yard Cranes Automobiles Dredging
Transportation Utilities Railroad General operations Commercial
Parks Acquistion and lease buy backs Administration
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CIP production
$0
$50,000
$100,000
$150,000
$200,000
$250,000
$300,000
$350,000
$400,000
Tho
usa
nd
s
CIP Maintenance
Historical capacity
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Financing - debt service coverage (using 1.75 coverage floor)
0.00
2.00
4.00
6.00
8.00
10.00
12.00
Actual Projection
BO
ND
ISSU
E$190
M
BO
ND
ISSU
E$360
M
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IRR of major business investments
-5.0%
0.0%
5.0%
10.0%
15.0%
20.0%
Cruise Parking Gaming ships Cargo PCTC Spaceport The Cove Exploration Tower
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REVENUE PER ACRE $0
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
$3,000,000
$3,500,000
$4,000,000
Cruise only Cruise with parking ParkingAll cargo Spaceport Container onlyReal estate
$0
$5,000
$10,000
$15,000
$20,000
$25,000
$30,000
$35,000
Cruise Cargo Container Spaceport
REVENUE PER LINEAL FEET OF BERTH
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Cruise Gaming ships Parking and transport Cargo operations Real estate
Space port Exploration Tower Parks and recreation Miscellaneous
Revenue diversification
58%
3%
19%
10%
5%1%
0%3% 1%
2017
55%
1%
21%
13%5%
2%
1%
2%0%
2027
50%
1%
21%
17%
6%
2%
1%2% 0%
2037
47%
1%
18%
25%
5%
2% 1%1%
0%
2047
Set target and goals as part of the Master Plan
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• Climate Change Task Force / Sea level rise
Resilience, adaptation and sustainability
• Energy & air quality
Prioritize clean, renewable and efficient energy-saving alternatives
• Water quality
Monitoring, testing, stormwater management
• Planning & environmental management
Wildlife and habitat protection
• Pollution prevention & waste minimization
Beneficial reuse & BMPs
AP
PR
OA
CH
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AP
PR
OA
CH
• Critical to set and understand expectations
• Critical to harmonize with community needs
• Elected Officials
• Broward County Administrator & Staff
• Industry Partners
• Community Partners
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EX
PE
RI
EN
CE
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• Strong local and international experience
• Decades of successful local planning and project execution
• We know Port Everglades and share your desire to help you succeed
• We understand Port Everglades’ role in the global supply chain
• We understand its significance to the local, regional, national and global economy
• The B&A project team will bring a fresh look to the Master/Vision Plan
• Seek opportunities to innovate and enhance the value proposition across all lines of business
• We want your business and are prepared to earn it
PE
V
M/
VP
2
03
8
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Thank you!