Port NOLA FORWARD A Strategic Master Plan to Exceed the Needs of Tomorrow - May 2018
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Port NOLA FORWARD
A Strategic Master Plan to Exceed the Needs of Tomorrow
May 2018
FROM THE PRESIDENT AND CEO
Together with the Board of The plan presents a menu of strategies clear, wide guidelines to capitalize on our
Commissioners of the Port of New to optimize current assets and extend gateway position rather than prescriptive
Orleans, I am pleased to share Port our reach across all business lines. land use mandates. In fact, while we
NOLA’s bold vision to deliver significant, were developing the plan, we acted on its
The crux of this plan—and a necessary
sustained economic benefit throughout promise and increased our multimodal
ingredient for its success—is
our jurisdiction, which includes Jefferson, strength with the acquisition of the New
collaborative partnership with a wide
Orleans, and St. Bernard Parishes. Orleans Public Belt. Access to six Class I
range of stakeholders, broadly defined.
This will be accomplished by providing railroads is a competitive advantage, now
Throughout the planning process, we
necessary infrastructure and seamless secured. This new alignment occurred
invited the participation of our tenants,
logistics solutions that incorporate the during the planning process, after we
carriers, customers, Federal, State
Brandy D. Christian industry’s changing needs and exceed had completed the market analysis and
President and CEO, and local elected officials, economic
Port of New Orleans and our customers’ expectations. infrastructure evaluation, and has set the
development and civic leaders, and
New Orleans Public Belt stage for our vision of building a multi-
Railroad Corporation This Strategic Master Plan challenges us our neighbors, residents who rely on
modal gateway.
to think more cohesively about growing the Port for family-supporting jobs.
our vital maritime and hospitality We continue to embrace the power of I would like to thank our Board of
industries. It invites us to consider the the collective, strengthening existing Commissioners for their leadership and
supply chain as a whole and to harness relationships and building new ones as steadfast support of this project, along
all available multimodal assets, on and we work together toward a common goal with so many of our staff who dedicated
off Port property, along the Mississippi of economic prosperity. themselves to developing a visionary yet
River and inland waterway system, on the actionable plan for the future.
The Strategic Master Plan is adaptive
Public Belt and six Class I rail network,
to ensure we are able to fully capitalize Let’s get started!
and via access to interstate highways.
on the potential of the region. It offers
I • PORT OF NEW ORLEANS STRATEGIC MASTER PLAN PORT OF NEW ORLEANS STRATEGIC MASTER PLAN • II
BOARD OF COMMISSIONERS
Laney J. Chouest Arnold B. Baker Tara C. Hernandez
Chairman Vice Chairman Secretary-Treasurer
Robert R. Barkerding, Jr. Darryl D. Berger William H. Langenstein Charles H. Ponstein
Recognizing former Commissioners William T. Bergeron, Scott Cooper, Michael W. Kearney, and
Gregory R. Rusovich for their contribution to this plan.
III • PORT OF NEW ORLEANS STRATEGIC MASTER PLAN PORT OF NEW ORLEANS STRATEGIC MASTER PLAN • IV
TABLE OF CONTENTS
1 LAUNCHING THE PLAN 2
2 BRIDGING COMMUNITY AND COMMERCE 14
3 UNDERSTANDING PORT NOLA TODAY 24
4 FORECASTING THE MARKET 48
5 ENVISIONING BOLD GROWTH 72
V • PORT OF NEW ORLEANS STRATEGIC MASTER PLAN PORT OF NEW ORLEANS STRATEGIC MASTER PLAN • VI
1
LAUNCHING THE PLAN
Port of
New Orleans’
1
diverse yet
integrated
business
portfolio sets
the stage for
future success.
LAUNCHING THE PLAN
The Port of New Orleans has long benefited from its strategic location
along the Mississippi River with businesses that include extensive cargo
and vibrant cruise operations, and a large industrial real estate portfolio.
These assets are further strengthened and diversified by the 2017
acquisition of a short line railroad.
A bold vision, timely investments, and integration of its four lines of
business will help ensure the Port of New Orleans (Port NOLA)
capitalizes on the opportunity to lead the region to greater and
sustained prosperity.
This Strategic Master Plan (Master Plan) charts the course for Port
NOLA’s success for all business segments including cargo, cruise,
real estate, and rail.
1 • PORT OF NEW ORLEANS STRATEGIC MASTER PLAN PORT OF NEW ORLEANS STRATEGIC M
MASTER PLAN • 2
1
LAUNCHING THE PLAN
PORT NOLA TRI-PARISH JURISDICTION
SERVING AS AN
ECONOMIC CATALYST
Port NOLA is a public entity that serves as the maritime
authority and landlord to over 60 maritime and industrial
tenants. As property manager, Port NOLA’s role is to plan,
build, maintain, and support the infrastructure to grow
Our mission is jobs and economic opportunities related to trade and
commerce. Together with our tenants, operators, and
to drive regional partners, Port NOLA’s collective strength as an economic
Orleans Parish
economic catalyst drives global trade and builds local prosperity.
As a self-sustaining political sub-division of the State of
St. Bernard Parish prosperity Louisiana, Port NOLA invites collaboration and pragmatic,
by maximizing strategic planning. The Port works diligently to collaborate
with stakeholders and industry partners, within our tri-
the flow of parish jurisdiction and beyond, for continued economic
development. This Master Plan reflects our commitment
international to collaboration.
trade and
Jefferson Parish
commerce as a
modern gateway.
3 • PORT OF NEW ORLEANS STRATEGIC MASTER PLAN
Citation: USDA-FSA Aerial Photography Field Office PORT OF NEW ORLEANS STRATEGIC MASTER PLAN • 4
Louisiana NAIP 2015 Imagery
1
6th
LAUNCHING THE PLAN
One of the
ECONOMIC CATALYST
Fastest Growing
Facilities &
Infrastructure Market
Stakeholder
Outreach
BY THE NUMBERS container ports in the U.S.
Largest cruise
port in the U.S.
Evaluation Analysis & & Input
Forecasting
One $63,000 That’s 37%
in The average salary of workers employed at
higher than the
local average
five
businesses located on Port NOLA property.* salary.
Jobs in Louisiana are generated by
port-related industries. *LSU E.J. Ourso College of Business
Roadmap for Growth and Development
This Strategic Master Plan:
• Incorporates an analysis of Port-owned
facilities, current market conditions,
future trends, and input from industry,
73% 89% 80%
The percentage of cruise
74%
The percentage of cruise
Growing Globally,
The percentage of port
The percentage of port workers passengers who travel from passengers who stay overnight
workers who live within
government, and community partners. who live within the Port’s
the New Orleans Metro out of the region to embark in New Orleans before or after
Regionally, and Locally
three-parish jurisdiction. on their cruise vacations cruising from the Port of
region.
• Provides a framework to capitalize on from Port NOLA. New Orleans.
Port NOLA’s competitive advantages and
Port NOLA is a vital link to the world for inland
expand the Port gateway complex to
companies and consumers, proudly serving
insure economic benefits to the region,
businesses throughout the state of Louisiana
state, and country.
and beyond. The Port is committed to providing
fair access to contracting opportunities and to
increasing business relationships with qualified
$2.2 million $3.5 million
Spent with women- Spent with minority-
local and small business firms.
$54.5 $55 $66 Generated owned businesses in
fiscal years 2016 and
owned businesses in
fiscal years 2016 and
million million million Each Year 2017 by Port NOLA. 2017 by Port NOLA.
Hotel Revenue State Tax Local Tax
5 • PORT OF NEW ORLEANS STRATEGIC MASTER PLAN PORT OF NEW ORLEANS STRATEGIC MASTER PLAN • 6
1
LAUNCHING THE PLAN
In support of the Port’s diverse cargo make-up, Port NOLA’s
ALL SIGNS POINT TO GROWTH CRUISING AHEAD
Inner Harbor boasts more than 1,000 acres of industrial
Port NOLA is one of America’s most diverse ports with real estate. This and other properties across the Port’s Cruising from New Orleans continues to grow
regard to transportation modes and business lines. jurisdiction provide ample land and assets for industrial in popularity. Port NOLA has topped one million
Business is booming in all sectors—the Port’s recent development. With access to extensive waterways and the passenger moves for four consecutive years.
strategic alignment to acquire the New Orleans Public New Orleans Public Belt Railroad, which connects to six Cruise lines are investing in newer and larger
Belt Railroad is just one of the latest examples of Class I railroads, Port NOLA is an international logistics hub ships. Carnival Cruise Line repositioned the
innovative Port growth. for distribution, warehousing, and manufacturing. Carnival Triumph to the Erato Street Cruise
Terminal in April 2016, resulting in a 34 percent
Containerized cargo growth at Port NOLA has
increase in Carnival’s year-round four- and five-
consistently increased in recent years, fueling the
day itineraries from New Orleans. Norwegian
establishment of container-on-barge services, ancillary
services, and industrial growth. The New Orleans Public The Strategic Cruise Line is replacing the Norwegian
Pearl with the newer and larger Norwegian
Belt Railroad will enable continued growth on and off
the container terminal, where logistics and trans-loading Master Plan Breakaway in November 2018. Royal Caribbean
International returns to Port NOLA in 2018,
operations can benefit from additional cargo throughput.
is a roadmap homeporting the Vision of the Seas. With easy
With waterway access to inland markets via barge, a Port of New
choice of expert terminal operators, and uncongested Orleans container to exceeding access parking at the cruise terminals, Port
NOLA is a prime choice as a drivable port, with
volumes exceeded
berths, Port NOLA continues to be an ideal hub for
cost-effective handling of breakbulk cargo. Steel, metals, 500,000 annual
market demands 306,000 room nights per year, and is poised for
growth in ocean and river cruising.
rubber, wood, paper, and project cargo are handled TEUs three years and remaining Yet with these growth opportunities come
with expertise, and Port NOLA offers superior direct in a row.
load/discharge to and from barge. competitive within the challenges of how to meet—and beat—
demands to remain competitive within a
Port NOLA is also certified by the London Metals a constantly constantly evolving global shipping market.
Exchange to handle and store non-ferrous metals
traded on the Exchange and is designated as the evolving global Ships are getting larger and competition ever
more fierce. Recognizing these needs, and how
second Foreign Trade Zone in the country.
shipping market. vital Port NOLA is for local jobs and economic
opportunities, Port NOLA is committed to
creating a market-based and stakeholder-
driven plan for the future.
7 • PORT OF NEW ORLEANS STRATEGIC MASTER PLAN PORT OF NEW ORLEANS STRATEGIC MASTER PLAN • 8
1
Vision and Values
LAUNCHING THE PLAN
Goals
PLANNING FOR THE
For the future of the
NEXT GENERATION Port NOLA organization. VISION 4 interdependent goals
The Port NOLA Strategic Master Plan lays out a for the future of the Port:
vision for the next 20 years with a roadmap of How will we get there?
Strategies GOALS
strategies for growth, including recommendations
for capital investments, operational changes,
The plan is a menu of
policies, and strategic initiatives.
strategies aligned with Metrics
STRATEGIES
This Master Plan describes how Port NOLA will the goals.
grow to meet future demands by aligning our How we measure and
goals and strategies and providing metrics for communicate progress: metrics
measuring progress and defining success. Port are specific, transparent,
METRICS and measurable.
NOLA has identified many needs, far beyond Tactics
the Port’s resources alone. Following plan
completion, Port NOLA will work with partners Tactics and specific
and stakeholders to implement the established actions are what’s to
CS
strategies.
come as a result of the TACTI
plan: specifications for
implementing each
strategy.
S
OL DER
KEH
STA
Stakeholders
The future of the Port The foundation of all progress
is ultimately dependent is people: Port employees,
industry, other government
on the people who make agencies, and communities.
things move.
9 • PORT OF NEW ORLEANS STRATEGIC MASTER PLAN PORT OF NEW ORLEANS STRATEGIC MASTER PLAN • 10
1
LAUNCHING THE PLAN
VISION Envisioning Bold Growth LEADING WITH AMBITIOUS GOALS
Drawing from the strategic To implement this vision, maintain competitive advantages, and achieve
Advancing global planning process, which our mission of maximizing commerce, Port NOLA constantly strives to
connections and includes our partners’ and achieve these four interdependent goals:
infrastructure to employees’ input, Port NOLA’s
exceed the needs future is inspired by a vision
of tomorrow. and driven by values.
Operate Efficiently Capitalize on
Optimize the use of Gateway Position
unsurpassed intermodal As the premier Gulf Coast
connectivity to efficiently gateway to Mid-America we are
move cargo to global and able to capture new markets,
ATE Y
inland markets by supporting ER TL expand cargo capacity, and
OP CIEN
diverse business lines F FI
E utilize waterfront industrial real
and land uses capable of estate while enhancing New
VALUES
CA GAT TION
adapting to constantly
PIT EWAY
Orleans as a vibrant experience
PO
ALI
changing market trends. for cruise and tourism.
SI
ZE ON
Diversity Collaboration Customer-orientation
Whether by transportation We pride ourselves in teamwork Our work and successes are
SUSTA
Connect and Strengthen
DEVE ABLY
mode, business line, or our and partnership—internally and inextricably linked to our
people, our diversity is part of externally—and find innovation customers and stakeholders— Develop Sustainably Stakeholders
LO
IN
our DNA and enhances our through collaboration. responsiveness, efficiency, and
P
Together with our The future of Port NOLA is
value as an organization. transparency are vital. stakeholders and the ultimately dependent on the
ND
community, make strategic E C TA N people who make things move:
CONN E
investments in infrastructure GTH RS
STREN OLDE our intergovernmental partners,
H
to enable growth and STAKE the cargo handling organizations,
Integrity Adaptability Aspiration
development, ever striving the truck drivers, and the people
We are driven by integrity in Change is the nature of our We continuously seek for balance while enhancing who work at Port NOLA every day.
our actions and our words— business; we need to be opportunities for growth and the economy, society, Our planning process and the
accountability, responsibility, proactive and nimble, yet improvement, and we set and the environment. recommended strategies directly
and respect are principles we understand the importance of ambitious goals and strive to reflect this emphasis.
live and work by. stability at the same time. make them a reality.
11 • PORT OF NEW ORLEANS STRATEGIC MASTER PLAN PORT OF NEW ORLEANS STRATEGIC MASTER PLAN • 122
BRIDGING COMMUNITY AND COMMERCE
2
BRIDGING COMMUNITY
AND COMMERCE
The Port NOLA Strategic Master Plan incorporates a balance of economic
analysis, predictive forecasting, facility review, business development
expertise, and stakeholder engagement. Our stakeholders are as diverse
as our business—and, in addition to being educational and action-
oriented, the planning process was carefully crafted to be inclusive of a
Input from variety of interests.
over 500 individuals
informs this Strategic
Master Plan.
13 • PORT OF NEW ORLEANS STRATEGIC MASTER PLAN PORT OF NEW ORLEANS STRATEGIC MA
MASTER PLAN • 142
BRIDGING COMMUNITY AND COMMERCE
PLAN DEVELOPMENT
The Port NOLA Strategic Master Plan was
developed through a two-phase process over
approximately two years.
Phase 1
Phase 1 included a strategic, predictive analysis
of the market, examining global, national,
regional, state, and local conditions for cargo
and cruise industry needs and projections.
This phase also included a thorough review
of existing Port assets and capacity, and an
analysis of how they may be best utilized.
Phase 2
Phase 2 built on the results of Phase 1 to
identify key strategies and facility expansions
that will guide future development at Port
NOLA. This includes alternative development
scenarios, suitability analyses for new facilities
and expansion, capital program development,
and establishing performance indicators.
15 • PORT OF NEW ORLEANS STRATEGIC MASTER PLAN PORT OF NEW ORLEANS STRATEGIC MASTER PLAN • 162
BRIDGING COMMUNITY AND COMMERCE
CONVENING AND CONNECTING Small Group Discussions
PEOPLE TO PORT NOLA In addition to the Dock Talks, Port NOLA
Young Freight
leadership conducted an extensive campaign
The wide variety of stakeholders with an Regional
JEDCO
Leadership Roundtable
of presentations, meetings, and focus group Planning Council
interest in Port NOLA’s growth and operations Commission
discussions throughout the process of
extends far beyond our footprint and includes
developing this Master Plan. These discussions
our tenants, the shipping industry, port
with a broad spectrum of organizations helped New Orleans
operators, government agencies, community Orleans Shipping Parish
shape the planning process and address Industry Best School
groups, educational institutions, and the Clean Air
Practices
opportunities and challenges from multiple Coalition Board
neighborhoods we border. Jefferson Committee
perspectives. These collaborative partnerships
Parish
Through a series of open houses, an online will continue to benefit the Port’s efforts. President’s
survey, video, social media, public boat tours, Task Force Gulf
New New
and industry and governmental focus groups, Orleans Intracoastal
Orleans Canal
the Port was able to reach over 500 individuals Rail Steering City
Committee Association
Council
for input into this Master Plan.
Council of
American
Dock Talks
Master Louisiana
Mariners Civil
In April of 2017, Port NOLA hosted a series of Tulane Bureau of
Business Engineering
educational open houses across its jurisdiction Governmental
Forum Conference
Research
called Dock Talks to educate the public about
the Port and to ask participants what matters Railroads-
Shippers
most to them about the Port. The interactive Transportation City of New
format encouraged productive discussion and Advisory Council Gretna Orleans
(RSTAC) Neighborhood
diverse participation. Summit
Loyola
University American
GNO, Planning
Inc. Association
17 • PORT OF NEW ORLEANS STRATEGIC MASTER PLAN PORT OF NEW ORLEANS STRATEGIC MASTER PLAN • 18d s
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BRIDGING COMMUNITY AND COMMERCE
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Stakeholders Represented Survey ie rs P
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Other
A brief online survey proved an effective n d M i n e Repa
Bo Ma r on
Neighborhood/ method for mass data collection and c k K reihs d A s sociati
Port Tenant/User/ Bu orho o
Civic Organization
Operator/Worker community input for Port NOLA’s planning a t e r Neighb
Byw
ment, LLC
efforts. With over 200 responses to the ro u s e l M e dical Equip
Ca
survey, this input represents a healthy mix of
Government Charbonnet & Associates
Agency residential and industrial participants from
Children’s Hospital New Or
across the region. leans
Costco
Tourism
When asked what is most important about the Dillard
Industry Univer
Port, survey respondents directly aligned with sity De
Dupu f o r Envir ep Sou
y Sto onmen th Cen
Non-Maritime Resident
our mission and vision for the future of the tal Jus ter
Business Ente rage tice
rgy & Fo
Port—more than two-thirds of respondents Gul New rwar
Maritime-Related fH O r ding
selected Jobs and Economic Opportunities, as Ho arb lean , LLC
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Send your comments to the Port:
tect
masterplan@portno.com
erica
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ion
19 • PORT OF NEW ORLEANS STRATEGIC MASTER PLAN PORT OF NEW ORLEANS STRATEGIC MASTER PLAN • 202
What some had
BRIDGING COMMUNITY AND COMMERCE
to say in survey The Port is why New Orleans has become
responses... the city it is today and was such an
integral part of daily life throughout
most of the city’s history—it would I would love
be fantastic to rebuild some to see this
of those neighborhood and information
daily connection opportunities shared with
The Port should also consider
throughout the Port for better access our city’s
links to educational institutions
and visibility. youth.
to support workforce
development and to increase,
as high as feasible, levels of Orleans
residents’ participation in Port
economic opportunities
and investments. Please, continue to build a thriving,
profit-making, cruise ship industry at the
Port of New Orleans. I want more cruise
ships, and their offices, to be “stationed”
here. I believe this shipping industry is A CONTINUOUS LEARNING OPPORTUNITY
good for the city’s economy (city taxes), Involving our stakeholders and informing the public in the planning
I think most people in the region
its workers, and citizens. process was an initial, informative step for Port NOLA. While we
have very little understanding or
I believe this type of industry can learned that there is a need for more educational outreach, we also
knowledge of the impact Port NOLA
be very environmentally friendly, discovered that public opinion and priorities are very much aligned
has on them, the total footprint
sustainable, and give the city great with our mission and vision for growth. Regular communication and
of the Port and the potential it
publicity—and it can grow the city’s
has for significant economic educational opportunities about Port NOLA are in demand and will help
local tourist economy! I like to think
growth for the region. the Port build even stronger relationships and partnerships; Port NOLA
of the Port as being part of will continue to build on and learn from this experience for the future
“environmental tourism”! implementation of the Master Plan.
21 • PORT OF NEW ORLEANS STRATEGIC MASTER PLAN PORT OF NEW ORLEANS STRATEGIC MASTER PLAN • 223
UNDERSTANDING PORT NOLA TODAY
3
In 2017, Port UNDERSTANDING PORT NOLA TODAY
NOLA shipped An assessment of existing facilities and infrastructure is a necessary
precursor to the development of an actionable plan that will allow Port
36.5 million short NOLA, along with our customers and tenants, to operate efficiently,
tons of cargo, including capitalize on geography and history, and develop sustainably over the
short, medium, and, long term. In addition to cataloging Port NOLA’s
9.1 million short extensive asset portfolio and assessing potential for growth of its current
footprint, this chapter also highlights key milestones in Port NOLA’s history.
tons in breakbulk,
and welcomed
over 1.15 million
cruise passengers.
23 • PORT OF NEW ORLEANS STRATEGIC MASTER PLAN PORT OF NEW ORLEANS STRATEGIC MA
MASTER PLAN • 243
UNDERSTANDING PORT NOLA TODAY
1920 1946 1996 2017
2014
Port NOLA established the New Orleans became Port NOLA purchased the Port NOLA and New
PORT NOLA THEN Harbor Police Department and the second Foreign- Perry Street Wharf in Gretna, The City of New Orleans Orleans Public Belt
granted it full policing powers. Trade Zone location
1990 including 57 acres of land. opened Crescent Park on Railroad become
Port NOLA’s history dates back former Port NOLA wharves.
in the U.S. Louisiana World strategically aligned
long before its incorporation as a Exhibition’s under Port NOLA.
public port authority in 1896. As a Canadian Plaza
port city, New Orleans has been a 1923 converted into 2004 2006
center for international trade for 1960 the Julia Street Port NOLA opened Port NOLA 2015
The Inner Harbor
300 years since its founding by Uptown wharves Cruise Terminal the Napoleon Avenue opened the Erato
Navigation Canal, Port NOLA joined
dedicated and for oceangoing Container Terminal Street Cruise
the French in 1718. created by the Green Marine.
commissioned. cruise ships. Complex on the Terminal.
Port, opened.
Mississippi River.
French colonials
founded New 1908 1976 Port NOLA reopened 12 days
2013
Orleans as a Moonwalk after Hurricane Katrina despite
headquarters for The City of New Orleans opened along the experiencing over $300 million Henry Clay Avenue
commercial land established the New French Quarter in damage. Refrigerated
development. Orleans Public Belt riverfront. Terminal storage
Railroad to serve the 2005
facility was
1718 Port of New Orleans commissioned. 2016
and provide equitable
service and rates to Mississippi River
1896 rail users. 1940 1984 1998 2008 Intermodal Terminal
at Milan Street Wharf
The Louisiana Legislature created the 18 new riverfront wharves World’s Fair Expo Port NOLA became a London Port NOLA 2020 Master Plan opened.
Board of Commissioners of the Port were built, and the Public improvements at Erato Metals Exchange port and developed to ensure systematic
of New Orleans to administer public Grain Elevator began Street Wharf used for is now consistently in the coordination of Hurricane Katrina
wharfs and regulate trade and traffic. operation. first cruise terminal. top 3 nationwide. recovery projects.
25 • PORT OF NEW ORLEANS STRATEGIC MASTER PLAN PORT OF NEW ORLEANS STRATEGIC MASTER PLAN • 263
UNDERSTANDING PORT NOLA TODAY
Port NOLA handles domestic and international
PORT NOLA NOW:
commodities and products at its cargo terminals and
SHIPPING IS OUR PASSION
passengers at its cruise terminals along its jurisdiction
Port NOLA has a maritime servitude along the Mississippi spanning more than 30 miles of Mississippi River
River in its tri-parish jurisdiction, from Mississippi River waterfront and the Inner Harbor.
mile marker 81 to 115, and has constructed various
Louisiana is a central source of energy-related oil and gas
maritime facilities throughout. Also, Port NOLA owns
mining/products and non-durable manufacturing (including
industrial property making up a substantial portion
petro-based products, chemicals, plastics, and foods). This
of the waterfront land on the Inner Harbor.
economic base helps to identify Port NOLA’s core markets.
Port NOLA generates operating
revenue through rental of its
facilities and land and other fees,
but collects no taxes, further Port NOLA’s facilities include 40 berths,
emphasizing the need for fiscal
prudence and efficient use of
20 million square feet of cargo-handling area,
assets. At cargo facilities, rent is six ship-to-shore gantry cranes, more than
typically based on the amount
of cargo handled, often with a 3.1 million square feet of covered storage
Finally, and with great significance for the long-term success By leveraging intermodal rail connections to new
minimum annual guarantee.
Additional revenue is generated
area, and 1.7 million square feet of cruise of Port NOLA and its customers, the New Orleans Public markets like Dallas/Ft. Worth and Atlanta and existing
through dockage fees, crane rental, terminal and parking facilities. Belt Railroad (NOPB) was acquired by the Port in a landmark
realignment of assets with the City of New Orleans. This
connections to Memphis, Chicago, and Canada, the
Port’s ingress and egress will be expanded and highway
harbor fees, passenger wharfage,
railroad connects Port NOLA facilities to six Class I railroads, congestion reduced.
and industrial land leases.
making Port NOLA the only deepwater U.S. port with this
In addition to constructing facilities, Port NOLA provides Port NOLA’s container facilities are located at its upriver advantage. The synergy of Port NOLA and NOPB greatly
water service for vessels, dredges to maintain appropriate terminals at the Napoleon Avenue Container Terminal enhances the Port’s ability to achieve its strategic growth
drafts upwards of 45 feet at its berths, drives fender piles, Complex, while breakbulk facilities are located upriver, objectives and ensures that NOPB can provide cost-effective,
maintains and operates four bridges, and provides its own downriver, and on the Inner Harbor. Cruise facilities are equitable, and reliable service to all users. This new, fourth
security force through the Harbor Police Department and conveniently located in the historic core of the city’s riverfront. line of business provides certainty to ocean carriers who need
fire tug crew. greater access to rail.
27 • PORT OF NEW ORLEANS STRATEGIC MASTER PLAN PORT OF NEW ORLEANS STRATEGIC MASTER PLAN • 28TRA
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TAIRIE R D
KCS
h
ME aris ris
h
610 sP Pa
AIRLIN an rd
NOPB
E DR NS rle rna
O e
.B
St
GENTILLY G.I.W.W.
KCS
LAKE BORGNE
JEFFE
SURGE BARRIER
er
O
RSO
FLO rle
I-10 R IDA St
an
AVE
N HW
s
• TU
LA
.B
er
na
Pa
ris
h
Lake Borgne
NE rd
Y
AV N. C NS Pa
S.
E LAIB ris
CL
ORN h
AIB
105
E AV
• ST. C E
OR
LAU
HARAHAN
•
NE
110 DE A
• VE
AV
E
NINE MILE
POINT •
95 Existing Port Land Uses
• •
• ALGIERS • JUD
D
GE
•
R
90 PER Industrial
•
RIS
EZ Container
PA
DR Real Estate
•
• NEW ORLEANS CHALMETTE
ST.
BE
RN Breakbulk Rail
AR
GE • DH
W
• NE
RA
LM
Y
• NOPB
GE
EYE
RA 90 MERAUX Cruise Other
r GRETNA NE VE •
Rive and Tourism Infrastructure
RA
100
• ipp i L DE
Mississ G
Or
• 90
•
lea
Jeff
AU
NO
ns
er
LL
GC
so
ED
Pa
•
n
ris
R
HARVEY
Pa
h
•
ris
Harvey C
h
29 • PORT OF NEW ORLEANS STRATEGIC MASTER PLAN PORT OF NEW ORLEANS STRATEGIC MASTER PLAN • 30
•
anal
.
.NGO ST
Z ST
OPLE ST
LAY
SHVILL
N ST
TCHOUPITOULAS ST
ARABE
JEFFER
AVE
LYONS ST
UPPERLINE ST
STAT
BELLECASTLE
DUFOSSAT ST
JOSEPH
VALMON
OCTAV
ROBERT ST
E AVE
LLA ST
S ON
E
NAPOLEON AVE
ST
ALONZ
IA ST
ST
AVE
ST
ELEON
TCHOUPITOULAS
T ST
3
O ST
ST
S FRO NOPB
O
NT S TCHOUPITOULAS ST
RE S T
T NOPB UCKWAY
ENCE HENRY TR
UNDERSTANDING PORT NOLA TODAY
Roundhouse Advanced Gate CLAR
Appointment System Intermodal
Yard
Port Maintenance S FRONT ST
Facilities
Ware NOPB NOPB
hous
e NOPB
AY et
State
S CLARENCE HENRY TRUCKW Milan Stre
Mars treet g Yard
hallin Marshallin
Yard g Gear CLARENCE HENRY TRUCKWAY
Hous
e
E DR
TERMIN Eleo COFFE
AL DR Mars nore AL DR
NOP hallin TERMIN
B Yard g Warehouse
Nashville Avenue
Nash Marshalling Yard “A” Coffee
ville A Silo
venue
Whar
WAREHOUSE RD Wharf
fA
Napoleon Avenue Street
Milan
”
Nashville Avenue Nashville Avenue Marshalling Yard “A/B
NOP Marshalling Yard “B”
B Marshalling Yard “C”
TERMINAL DR
e
n Avenu
Napoleo
harf
arf “C” Open W
Nashville Avenue Wharf B n Ave nue Wh
Nashville Avenue Wh
arf C Napoleo
Avenue Wharf “B”
Napoleon
Mississippi River Napoleon Avenue Wharf “A”
3,700 feet of container berths
Nashville Terminal 6,200 linear feet of track
Napoleon Terminal 2 electric rubber tire gantry cranes
Ports America Louisiana, LLC
Access to 6 Class I railroads
CONTAINER CARGO Acreage 103
Depth 40-45 feet
New Orleans Terminal, LLC
Container Acreage 117
FACILITIES Depth 35-45 feet
Highway Connection
Industrial Clarence Henry Truckway/
The Napoleon Avenue Container Terminal Tchoupitoulas Corridor
Complex comprises Port NOLA’s container Rail
handling facilities and is operated by New Other Infrastructure
130 Acres for container stacking
Orleans Terminal, LLC and Ports America
Louisiana, LLC, each with its own container 1,000 psf live load
storage areas and a shared gate. The largest
container carriers in the world provide
99.5
Miles Above Head of
45
Feet of Draft
840K
TEUs Current
Ability to stack loaded containers
5-high
service from New Orleans to every major Passes, East Bank, Capacity
trade lane across the globe. Mississippi River 6 ship-to-shore cranes
31 • PORT OF NEW ORLEANS STRATEGIC MASTER PLAN PORT OF NEW ORLEANS STRATEGIC MASTER PLAN • 32ore ill
Eleon ing shv
a ll Na
r s h
NOPB Ma d
Y a r
Lake Pontchartrain e
Hous
t Gear
Stree
State alling 3
h
Mars rd AL DR
I.H.N
TERMIN
UNDERSTANDING
Ya
ST.
Henry Clay Av ouse
e Wareh NOPB
AN
G.I.W.W. Marshalling
DR
6
.C.
EW
ST
Area EAU
ST
fA USS
nue Whar RO
le Ave
T
JOS
3 5 Nash
vil
EP
HIN
r
i Rive
ES
SO
ssipp
Henry C
T
JAC
lay
RAP
4 Missi First Street Wharf
PORT NOLA TODAY
Avenue
NOPB
KS
ARU
2 Wharf
ON
1 rf
ST
Mi
AVE
Empire Stevedoring (LA), Inc. ha
ssi e tW
ssip tre
Nashville Terminal
PH
Acreage 5.6 S
p
ILIP
i River rew
8 7 Depth 35 feet nd
ST
ES
A
Ports America Louisiana, LLC St.
WS
OR
APA
OR
Acreage 103
APA
RU
Depth 30 feet
RU
ST
FIRS
WAY
FOU
ST
ry
UCK
T ST
Henry Clay Avenue Y TR Fer inal
RTH
SEC
NR f r m
1 E HE har T e
ON
WA
C
Refrigerated Terminal
ST
REN ree
tW
CLA
D
SHI
t St
THI
ST
Firs
NG
RD
New Orleans Cold Storage &
TON
T
S
IS S
T
BREAKBULK CARGO FACILITIES UDA
PLEA
AVE
Warehouse Co. Ltd. LIVA
SA
TOLE
Acreage 12.6
NIN
NT S
2
SEV
TH
S ST
DANO
Breakbulk is part of the historic beginning of Port Depth 35 feet ION ST
T
HAR
NUCIAT MA
ENT
LOUIS
ST
AN HO LAS ST
ST T PITOU NOP
B
MON
TCHOU
HS
ST
harf )
NOLA and we remain committed to being a leader in
IANA
T
UCKW
AY et W e
Y ST
Stre ce Offic
DELA
CE HE NRY TR Th ir d li
AVE
N r Po
FOUCH
the U.S. breakbulk market because of our excellent
ALINE S
CLARE
CONSTANIOPLE ST
GENERAL TAYL
ANTON
o
CHAIS
r b
(Ha
MILAN ST
PENISTON ST
MARENGO ST
AMELIA ST
AUSTERLIZ ST
E ST
waterway and rail connectivity. Non-containerized
ER ST
T
INE ST
r
i Rive
NAPOLEON AVE
cargo primarily includes breakbulk with some bulk ipp
OR ST
TCHOUPITOULAS ST f
Whar
commodities handled by five terminal operators: NOPB Seve
nth Str
eet
M ississ
Ports America Louisiana, LLC, Coastal Cargo rf
NOPB CLARENCE HENRY TRUCKWAY Wha
reet
Company, LLC, Empire StevedoringCLARENCE (LA) Inc., Seaonus
HENRY TRUCKWAY
m ony
St
Har
Intermodal Yard
Stevedoring New Orleans, LLC, and New Orleans Cold na Ave ”
Louisia “G
a ll in g Yard
Marsh “E”
Storage & Warehouse Co. Ltd. There are currently 24 venue
Wharf 13 berths totaling 13,511 feet
na A
Louisia
ocean carriers that call at Port NOLA with Milanbreakbulk
Street
Marshalling Yard venue
and bulk commodities. All of the terminals have iana A ”
Louis ing Yard “E
Marsh
all Container Highway Connection
capabilities to discharge and load directly from Clarence Henry Truckway/
TERMINAL DR
vessel to barge or rail car. Value-added services
include unloading rail cars and transloading bulk
Louisiana Avenue
Terminal Complex
Breakbulk
Rail
2.2M 95.5 Tchoupitoulas Corridor
commodities from barge reet Wharf
Milan Stfor transfer in containers. Square Feet of Acres of Open 329,176 square feet in two
Coastal Cargo Company, LLC Other Infrastructure
Acreage 37.1
Transit Shed Area Space Area modern refrigerated warehouses
located dockside
f “C” Napoleon Avenue Depth 35 feet
Open Wharf
33 • PORT OF NEW ORLEANS STRATEGIC MASTER PLAN PORT OF NEW ORLEANS STRATEGIC MASTER PLAN • 34RTRES ST
6
N o.
Mississippi River
rth
3 ST CLAUDE AVE
4 6 7
FRANCE ROAD PKWY
Be
DOUGLAS ST
3
POLAND AVE
UNDERSTANDING PORT NOLA TODAY
CAROLIN
E ST
ALABO ST
St. Claude Bridge
ST
N PETERS ST
RICE ST
TUPELO
.5
N RAMPART ST
I.H.N.C.
No
ST MAU
rth
PATT
Be
RAMPART ST ERSO
N DR
BIENV
ENUE E RD
ST
FR ANC Merrill Street and
Hines Lane
N BLVD
BURGUNDY ST Alab ON ST
NOPB
o St
ree CONSTITUTI
t Te
rmi
Buck Kreihs Marine Repair, LLC
MERRILL ST
Miss
SOUTHLAW
nal Acreage 4.5 + 19 Open
PB BURGUNDY ST issip
HUNLEY LN
N
O pi Riv Breakbulk Overflow Area NEWTON ST
ST
MICHAEL ST
er
TERRY ST
SISTER ST
FLANDERS
JOURDAN AVE
DAUPHINE ST
.4
No
LESSEPS ST
rth
Alabo Street Terminal
Be
DAUPHINE ST
ND
Seaonus Stevedoring NC
E ST France Road Terminal
ORG
OYAL ST FRA
Berth 1
LAWRENCE ST
ENO
ST
New Orleans, LLC DE ARMAS
No
BRIENGER ST
& 3
IS S
NR
Acreage 12.2 o. 2
HAR
rfo
FRANCE RD
POLAND AVE
sN
T
The Kearney Companies, Inc.
OCH
rth
lk
BOR
TITA ST
Depth 38 feet
MURL ST
Be
So
EBL
FLOOD ST
Acreage 28 + 6.2 Open
ST
CAFFIN AVE
ROA
ROYAL ST Holy Cross
LAMANCHE ST
Poland Avenue Wharf
uth
AVE
ST
LAMARQUE
CHARBONNET
FLO
Breakbulk Overflow Area TECHE ST
DW
College
NT
ern
ON ST
ST
Open
RID
ON
EST
ROYAL ST
FORSTALL ST
CHARTRES ST
REYNES ST
AA
Ra
TI S
ST Acreage 6.6
PTOLEMY ST
SICRATES ST
MAGELLAN ST
GORD
TERMIN
VE
ilw
T
COLUMBUS ST
NM
LIZARDI ST
MCDONOUGH ST
AL RD
CONNECTION
EGANIA ST
Depth 35 feet
AMERICUS ST
8
ay
IRO
NOPB
5 Perry Street Wharf
ANDRY ST
CONNECTION
PERRY ST
l
RUPP ST
Breakbulk Overflow Area ina
ST
T rm
PS S Te
LESSE ad
Ro No.
1
BROOKLYN ST Boland Marine and Industrial, LLC
Jourdan Road Terminal e
CRESCENT CITY
p nc
Pum on rth MADISON ST and Fauries Weighing, Inc.
ti Fra Be
CRESCENT CITY
StaST
CHARTRES Acreage 6.4 + 33.3 Open
mp MADISON ST
JOURDAN
New Orleans Cold Storage & Pu tion
Poland A PATT Warehouse Co. Ltd. nu
e
Sa
t Depth 50 feet
venue W
harf ERSO Ave
N DR Acreage 9.9 da arf Breakbulk Overflow Area
ISBELL ST
i
RD
r
Flo Wh
Flo shall
Ma
Depth 30 feet
rid ing
r
aA
DOUGLAS ST
.
N BLVD
ven rea
ION ST N.C
NO
CONSTITUT I.H.
ue
A
PB
MERRILL ST
SOUTHLAW
ALABO ST
l Perry
Breakbulk ina Stree
HUNLEY LN
erm t Wh
ST
rf
T N PETERS ST arf
Mississippi River NEWTON ST oad
ha
RICE ST
ST
T
TUPELO
nR Florida Avenue Bridge
MICHAEL S
tW
a
TERRY ST
urd
Industrial
FLANDERS
Jo T
ee
EAS
Str
OAD
ST MAU
R
NOPB
BOR
s
oll
Rail HAR
ich
BIENV
v. N
ENUE
ST
Go
Other Infrastructure Alab
.W.
o St
ree
Mississippi River
FRANCE RD
W t Te
G.I. rmi Ba
nal yo
u
Bi
en
ve
nu
e
35 • PORT OF NEW ORLEANS STRATEGIC MASTER PLAN
E ARMAS ST PORT OF NEW ORLEANS STRATEGIC MASTER PLAN • 36
FLO
D
RID
6
h No.
AA
VEGIROD ST
T
S PETERS ST
OTRE DAM
FULTON S
E
JOHN
CELESTE ST
IL CI
RELIGIOUS ST
ST ORANGE
TY
ST
CHUR
JULIA ST
N. DIAMON
MARKET ST
ST. JOSEPH
E ST
S. DIAMON
CHILL
T LVD
FULTON S S FRONT3B
HOWARD
TRI
ST
T
ANG
ETERS S
CHASE
GAIEN
SP
NUNS ST
CRUISE SHIP FACILITIES
UNDERSTANDING PORT NOLA TODAY
D ST
LE
ST
TERPS
D ST
ER BLVD
A
ST
TCHOUPIT ION CENT
NE ST
VE
ST
OULAS ST CONVENT
ICHOR
Port NOLA reinforces one of the state’s major economic engines and
CALLIOPE ST
ST E
cruise and tourism contribute to Port NOLA’s diversity. Through strategic
CALLIO
RICHARD ST
NO
investments, Peffective marketing, proximity to a vibrant downtown, airport,
RACE ST
Dream 3,646
ORANGE ST
Ce B
PE ST
les
and large te drive-in market, among other factors, Port NOLA is now the
St
re
et cruise port in the country. Oceangoing vessels are currently HOMEPORTED VESSEL PASSENGERS
sixth-largest W S PETERS ST
ha 7-night cruises @ Erato Terminal Every Sunday
rf
accommodated at two Cexisting
LA
RE facilities, and with recent cruise line enter
NC Conv ention C
commitments, the facilitiesEare
berths and terminal space are also
HE
NR fast approaching full capacity. Riverine cruise
YT
RU nearing capacity, as demand grows. As
CK
Triumph 2,754 Ernest N
. Morial
NOPB
WA HOMEPORTED VESSEL PASSENGERS harf
Y tr eet W
modern, oceangoing cruise ships exceed 170-foot air draft, future terminal 4- and 5-night cruises @ Erato Terminal Every other Julia S
Monday, Thursday, and Saturday S PL
HENDE
development will need to be located at a deep-draft wharf that is downriver RLEAN
F NEW O
PORT O f
of the Crescent City Connection Bridge. Riverine cruise ships should be Whar
RSON
treet
Mar
ket S Julia S
located with easy access to the city’s historic tourist core. tree
ST
tW
Pearl*
harf
2,394
WATER
ST eet Wha
rf
HOMEPORTED VESSEL PASSENGERS Erato Str
Ocean Cruising Riverine Cruising 7-night cruises @ Julia Terminal Every Sunday; Julia Street Terminal
CRESCENT CI
Orange S A
treet Wh Port NOL
seasonally
arf
CRESCENT CI
Carnival Cruise Line is the Port NOLA is one of the top riverine Robin Street Wharf Norwegian Cruise Line
harf Square Footage 100,000
largest operator from Port ports in the United States. Poydras alia Street W
TY CONNECTI
Th Depth 37 feet
NOLA—making 130 homeport and Thalia Street Wharves welcome Erato Street Terminal Year Built 1990 Renovated 2011
TY CONNECTI
turns in 2017. Other Carnival the American Queen Steamboat Co. Vision of the
Seas 2,514 Carnival Cruise Line
Square Footage 100,000
ON
HOMEPORTED VESSEL PASSENGERS
brands will add nine additional and American Cruise Lines vessels Depth 30 feet
ON
Returning in winter 2018 @ Julia Terminal Every
port-of-call turns this year. at their berths. Our five homeported Saturday Year Built 2006 Renovated 2014
Norwegian Cruise Line, the riverine vessels, currently scheduled
2 berths, each 1,250 feet
second-largest brand from Port to turn 91 calls in 2018, will account
SS TO
NOLA, operates the Norwegian for 3-5% of the total cruise passengers BOARDING PA
Cruise NOLA
i River
Pearl with 23 homeport turns. traveling to and from New Orleans. Mississipp 1,000 parking spaces at Erato
In 2018, Royal Caribbean will Viking River Cruises is anticipated Street Terminal
bring Vision of the Seas with to commence operations from Port *4,000 Passenger Breakaway will replace Pearl when Cruise and Tourism 250-700 parking spaces at Julia
Norwegian returns for the 2018-2019 season Street Terminal (flex lease based
13 homeport turns. NOLA starting in 2020. Rail on HPT ships)
Other Infrastructure
37 • PORT OF NEW ORLEANS STRATEGIC MASTER PLAN PORT OF NEW ORLEANS STRATEGIC MASTER PLAN • 38No
ST
ALMONAS
.5
Be
r th
3
No
.4
UNDERSTANDING PORT NOLA TODAY
The Inner Harbor consists of over 1,000 acres flanking the
INDUSTRIAL PROPERTIES ELAINE
Inner Harbor Navigation Canal (IHNC) and Gulf Intracoastal ST FRAN
CE R
D PK
Port NOLA’s industrial properties portfolio is a vital part Waterway (GIWW). Some additional industrial real estate WY
of the supply chain for various products moving through exists on the east and west banks of the Mississippi River
ALMONASTER AVE
L RD
Berths No.
A
2&3
the Port and is a rare real estate opportunity within the
TERMIN
as well. The Inner Harbor is located within 2.5 miles of
United States. Tenant businesses include shipbuilding and
FRANCE RD
Interstate 10, within 5 miles of Lakefront Airport, and 7
repair; warehousing and distribution; truck and container miles from New Orleans Central Business District. The
ALVAR ST.
France Road
depots; materials handling; steel distribution; refrigerated majority of properties are served by NOPB with access to Terminal
Berth No. 1
warehousing; manufacturing; packaging; transloading six Class I railroads.
to either rail, barge, or truck; bulk transloading, sorting,
and packaging; and other value-added activities. There
ALMONASTER AVE.
Norfolk Southern Railway
are currently 33 industrial tenants throughout the Port’s
AL RD
Breakbulk Rail FLORIDA AVE
jurisdiction, and most are located on the Inner Harbor.
W.
TERMIN
Florida
G.I.W.
Industrial Other Infrastructure
Florida Avenue
Avenue
Turning Bridge
Basin
CSX Transportation
NOPB
Norfolk Southern Railway
DOWNM N ROCHEBLAVE ST
TERMINAL RD
AN RD
Jourdan Road
Terminal
ALMONASTER AVE.
N TONTI ST
DWYER RD
Lakefront Airport
MORRISON RD
New Orleans
N MIRO ST
JOURDAN RD N MIRO ST
Almonaster NOPB
I.H.N.C
JOURDAN RD NOPB
NOPB
Bridge N GALVEZ ST
MAZANT ST
FRANCE ST
DESLONDE ST
JOURDAN AVE
I.H.N.C
I.H.N.C
Pontchartrain
CSX Transportation
Norfolk Southern Railway
Lake
DOWNM
TERMINAL RD
N PRIEUR ST
Seabrook CHEF MENTEUR HWY
AN RD Berth No. 6 Berth No. 5 Berth No. 4
Jourdan Road
ST
Terminal
VE
NOPB
Bridge
A
EBL
FRANCE RD
LESSEPS ST
FRANCE RD
3 .
2 & s No
H
INTERSTATE HIGHWAY 10
NOPB
OC
DWYER RD
T
Airport
MORRISON RD
TI S
NR
rth
OLD GENTILLY RD
ON
FRANCE
New Orleans
Be
RD
Be erm oad
ST
NT
IRO
CONGRESS DR
No l
.1
rth ina
T ce R
ALV
NM
AR
Lakefront
CONGRESS DR NOPB FRANC
n
ST E RD JOURDAN RD
T
ES
Fra
POLAND AVE
ND
HAYNE BLVD
DREUX AVE
NOPB
ST
IRARD AVE
SLO
y
SAW ST
JOURDAN RD
wa
DE
MITHRA
AVE
NOPB NOPB
ALMONASTER AVE
ail
Av rida
AN
Tu enue
RD
nR
Ba ning
WY
JOU
HIGGINS BLVD
Flo
CHICKA
PK
r
D
sin
ALVAR
ER
he
RD
r
STEPHEN G
NC
ST E
ut
NC
FRA
39 • PORT OF NEW ORLEANS STRATEGIC MASTER PLAN A PORT OF NEW ORLEANS STRATEGIC MASTER PLAN • 40
AVE
So
FR
lk
A
RID
rfo
FLO
No3
UNDERSTANDING PORT NOLA TODAY
In addition to the equipment, cranes, and
FOREIGN-TRADE ZONE AND INFRASTRUCTURE Port-Owned and
bridges listed, Port NOLA owns and maintains
LONDON METALS EXCHANGE Port NOLA owns, operates, and maintains Operated Vessels
over 18 miles of roadways (the Clarence
a significant collection of equipment and Cutterhead dredge and
The New Orleans Foreign-Trade Zone (FTZ) and Henry Truckway; France, Jourdan, and
ancillary vessels and
London Metals Exchange (LME) play significant infrastructure. Due to the age of many of Terminal Roads; and France Road Parkway); equipment
roles in the growth and development of Port these assets, substantial capital is spent on railroad tracks; and many more miles of
Barge-mounted fender
NOLA and related economic opportunities. them each year, and with the exception of water, sewer, and drainage infrastructure pile driver
the container cranes, these assets do not throughout the Port’s jurisdiction.
The Port administers the New Orleans FTZ, 100-foot fire tug
generate revenue. Therefore, they must be
which allows shippers to import, store, 34-foot inspection vessel
carefully considered in the long-term plan
exhibit, assemble, or manufacture goods
for Port NOLA’s future. Various police and
without being subject to U.S. Customs entry support vessels
procedures and duties. The New Orleans FTZ
has more individual warehouses and sites
under its umbrella than any other U.S. port-
administered FTZ.
Since becoming an LME-designated port in
1998, New Orleans has become the second-
largest LME depository in the country. There
are 600 warehouses in the New Orleans
metropolitan area that are certified by the St. Claude Florida Almonaster Seabrook Ship-to-Shore
eRTGs Cranes
LME to handle and store non-ferrous metals
BUILT 1919 BUILT 2005 BUILT 1919 BUILT 1919 (2) KONE
and steel billets traded on the exchange, (2) Paceco/
Strauss Heel Trunnion Vertical Lift Bridge Strauss Heel Trunnion Strauss Heel Trunnion BUILT 2016
representing 10% of the world’s supply in 2014 Bascule Bridge Bascule Bridge Bascule Bridge Sade Vigesa
CAPACITY 60-LT
(Source: NOLA.com). BUILT 1996 GAUGE 50-FT
TYPE TYPE TYPE TYPE
(2) IMPSA
BUILT 2001 GAUGE 50-FT
(2) Doosan
BUILT 2011 GAUGE 100-FT
Rail Pedestrian Roadway
41 • PORT OF NEW ORLEANS STRATEGIC MASTER PLAN PORT OF NEW ORLEANS STRATEGIC MASTER PLAN • 423
UNDERSTANDING PORT NOLA TODAY
NEW ORLEANS PUBLIC BELT RAILROAD A landmark plan that transferred ownership of the
NOPB to Port NOLA was announced in 2017 to stimulate Lake Pontchartrain
The New Orleans Public Belt Railroad (NOPB) is a Class economic growth of the Port and local industries. The
III switching railroad that was owned by the City of New move gives the Port even greater competitive advantage in
Orleans (City) from 1908 until its acquisition by Port NOLA international trade which will be an economic boon for
in February 2018. The primary mission of NOPB is to serve the region.
Port NOLA and local industries. NOPB is a critical freight NS
An important element of the plan required Port NOLA
infrastructure link that connects Port NOLA with six Class I
NOP
I.H.
to transfer the Governor Nicholls Street and Esplanade CSX
railroads and helps expedite local and intermediate freight
N.C
B
Avenue Wharves along the Mississippi River to the City,
through the strategic New Orleans rail gateway. It provides
.
providing continuous public access to the riverfront from CN
diversified rail services on its line through switching, G.I.W.W.
Crescent Park to Spanish Plaza along a spectacular 3-mile
storage, track maintenance, and car and locomotive repair METAIRIE NS
stretch. This improved public access comes several years
services. Revenue generated by the NOPB is internalized
after the opening of Crescent Park and Woldenberg Park NS NS
within NOPB and is used to fund maintenance costs, capital NS
KCS
that connects our community and visitors to our riverfront. CN KCS/AMT
investments, labor, administrative costs, and other UP
B
NOP
railway functions. NOPB/CN T/
AM
T
CHALMETTE
CN
ALGIERS
New Orleans Public CSX Transportation (CSX) Union Pacific NEW
HARAHAN
Belt Railroad (NOPB) Railroad (UP) NS MERAUX
Norfolk Southern ORLEANS
B
NOPB Property Area Railway (NS) Union Passenger GRETNA
NOP
B
UP
UP
Terminal (UPT)
NOP
Riv er
Burlington Northern New Orleans and Gulf
ippi
M ississ
BNSF/UP
26 miles of main Santa Fe/Union Pacific Coast Railway (NOGC) Amtrak (AMT)/UP
AVONDALE HARVEY
Railroad (BNSF/UP) SF BNSF NO
track, 9 at Huey Kansas City Southern BN WESTWEGO /UP /NOGC GC
P. Long Bridge, CN Railway (KCS)
NO
40 at terminals MARRERO
GC
and yards.
UP
43 • PORT OF NEW ORLEANS STRATEGIC MASTER PLAN PORT OF NEW ORLEANS STRATEGIC MASTER PLAN • 443
UNDERSTANDING PORT NOLA TODAY
BUILDING ON OUR STRENGTHS
Port NOLA’s extensive and varied assets enable a
diverse, sustainable business portfolio flexible to
the market ebbs and flows. These assets require
careful assessment of development alternatives
to grow sustainably through 2040 and beyond.
We will begin to assess future alternatives by
examining market trends and forecasting the
future in the next chapter.
45 • PORT OF NEW ORLEANS STRATEGIC MASTER PLAN PORT OF NEW ORLEANS STRATEGIC MASTER PLAN • 464
Port NOLA is an
FORECASTING THE MARKET
economic catalyst for
4
our state, region, and
tri-parish jurisdiction.
FORECASTING THE MARKET
Predicting market growth to be able to capitalize on new opportunities
is a complex undertaking that involves understanding global economics
and predicting trade patterns. Port NOLA’s plan for the future of its
publicly owned facilities incorporates economic and market analysis on
a local and global scale. This plan does not address analysis for privately
owned facilities or their operations. Data in this chapter is based on
market analysis completed in 2016.
The goal is to exceed stakeholders’ expectations. Investment in marine
terminals and other infrastructure is capital intensive. Therefore, facility
investment must reflect the future demands of the market.
47 • PORT OF NEW ORLEANS STRATEGIC MASTER PLAN PORT OF NEW ORLEANS STRATEGIC MA
MASTER PLAN • 484
Recent Export and Import Trends
FORECASTING THE MARKET
at Port NOLA vs. U.S.
Over the past several years, Port NOLA has
CARGO: CURRENT Recent Export and Import Trends at Port NOLA
seen increases in container imports and
COMMODITIES BY THE NUMBERS MARKET CONDITIONS
exports as well as breakbulk imports. These BREAKBULK
Key Commodities trends are driven by key commodities. Export Import
Increasingly, cargo owners and shipping Port NOLA serves as an import hub for coffee, 7,500,000 7,500,000
lines select ports for their location, cargo natural rubber, and steel. As a designated LME 5,000,000 5,000,000
Tons
Tons
handling capabilities, and other ancillary location, Port NOLA provides warehousing 2,500,000 2,500,000
logistics benefits. This can include value-added services for metals traded on the LME. This 0 0
2008 2015 2008 2015
services such as coffee processing (available breakbulk cargo is sensitive to global economic
No. 1
LME Port in the U.S.
No. 1
U.S. Port for Import
at Port NOLA), distribution center facilities, or
automobile or other manufacturing/assembly
trends and trade policies.
The boom in Louisiana’s chemical industry Export
CONTAINERS
Import
plants. These require marine transportation has greatly fueled the Port’s export growth in
for Non-Ferrous Metals Natural Rubber 300,000 300,000
to move imported raw materials and finished
Loaded TEU
Loaded TEUs
moving plastic resin. 200,000 200,000
goods to and from international markets.
100,000 100,000
By working with local and regional 0 0
2008 2015 2008 2015
stakeholders to serve new manufacturing
industries in the region and ensuring logistics
and value-added capabilities that cater to
shippers’ needs, Port NOLA serves as an
Port NOLA’s container
economic catalyst for growth. business is consistently
No. 2 No. 2 No. 2
U.S. Port for U.S. Port for Export U.S. Port for
growing with the increase
Export Resin Frozen Poultry Import Coffee in containerization of
breakbulk and bulk exports.
No. 3 No. 6
U.S. Port for U.S. Port for
Import Steel Import Plywood
49 • PORT OF NEW ORLEANS STRATEGIC MASTER PLAN PORT OF NEW ORLEANS STRATEGIC MASTER PLAN • 504
FORECASTING THE MARKET
Plastics and Resins
Port NOLA’s PlasticExports:
Resin Port NOLA’s export volumes are supported on The U.S. currently imports roughly 1.5 million Port
PortNOLA’s
NOLA’sShare
Share of
of U.S.
U.S. Coffee Imports
Imports
Port NOLAvs.
Exports vs.U.S.
U.S.(Indexed)
(Indexed) two fronts: participation in the large-volume tons of coffee. Containerized coffee import
Asia and European trade lanes, and a growing tonnage through Port NOLA has trended 25.0%
500 share in emerging markets including South/ near 250,000 tons annually. This equates
Port NOLA’s % of U.S.
Port 20.0%
NOLA
Central America and Africa. Resin remains to roughly 17.5% of the total U.S. market,
400
a strong export commodity with a positive underscoring Port NOLA’s role as a leading 15.0%
U.S.
2003 = 100
300 growth outlook significantly outperforming import hub for coffee. Import volumes have
10.0%
the nation. been growing by an average of 1.6% annually
200
over the past decade. Demand for coffee is 5.0%
The increase in containerization of breakbulk
100
generally considered to be inelastic, meaning
and bulk contributes to the growth in Port 0.0%
0 that as price fluctuates demand remains 2008 2009 2010 2011 2012 2013 2014 2015
NOLA’s container business. Annual growth
2003 2005 2007 2009 2011 2013 2015 relatively constant.
of U.S. poultry exports averages 3.9% and
totals roughly 13.5 million tons. Port NOLA’s Traditionally, roughly 70% of imported Sources: Port NOLA, U.S. Census Bureau
containerized exports of frozen poultry have coffee volume originates in Latin America/
Port NOLA’s Containerized Source: U.S. Census Bureau risen 50-fold in the past six years. Asia remains Caribbean. Asia (including Vietnam, Indonesia,
Port NOLA’s Containerized Poultry
Poultry Exports vs. U.S. (Indexed) the largest export market for U.S. poultry, and Thailand) has accounted for the second-
Exports vs. U.S. (Indexed)
however, this region has lost a significant largest source. Port NOLA remains one of the
amount of share of the total. European-bound Intercontinental Exchange’s licensed coffee
1,000
Port volumes dropped in 2015. storage warehouse locations. Proximity to
NOLA
800 Latin America/Caribbean also adds support
Other markets, including South/Central
U.S. to the positive outlook for future import
2003 = 100
600 America and Africa are becoming more
volumes through Port NOLA.
400
important trade destinations. Port NOLA also
handles regular shipments of export frozen
200
poultry to Cuba as part of the U.S. AID and
0 Humanitarian Assistance Program.
2003 2005 2007 2009 2011 2013 2015
Source: U.S. Census Bureau
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