BY PATRICK BURNSON
In February 2019, Port of San Francisco Executive Director Elaine Forbes announced the appointment of Andre Coleman as the new maritime director for the port. In his current position, Coleman is responsible for strategic oversight and implementation of the port’s maritime portfolio, which includes assets, services, operations and labor and client relations for the 7.5 miles of San Francisco waterfront. In this exclusive interview with Bay Crossings, he shares his vision for the port’s future.
Bay Crossings: What do you regard as the primary challenges of your new job?
Andre Coleman: Revitalization of the shipyard. With the increase in the size of cruise and cargo ships coupled with the competitive demands of the ship repair industry, attracting a viable long-term shipyard operator has been challenging. However, the port has entered several short-term leases for portions of the site while we continue to explore options to secure a new term operator.
BC: Any ferry-centric projects?
Coleman: Yes, we intend to improve access to the waterfront and transportation service to port facilities. A keen focus on the viability of small ferry and water taxi service(s) at existing ferry terminals as well as the expansion of terminals (such as the Mission Bay ferry terminal) is necessary for enhancing water transportation along the waterfront.
BC: How will the port retain and attract new business in the coming years?
Coleman: It’s imperative that we continue to evaluate and invest in infrastructure at our port facilities, such as Pier 27 and Pier 35, to support expanding business in our cruise sector. This year the port is on track to establish records in both ship calls (85) and passengers (297,000), with a total of 33 different ships operated by 16 cruise lines. Additionally, the forecast for next year is extremely bright, with 116 calls and 390,000 passengers expected.
BC: Kindly explain how the Foreign Trade Zone (FTZ) helps Bay Area shippers?
Coleman: FTZ status enables Bay Area shippers to avoid paying tariffs or duties on products that are imported and then exported without ever participating in the domestic market. Shippers can also benefit from duty deferral or reduced duty based on multiple imports being manufactured into one final product that has a lower overall duty then each of the parts used. All these benefits encourage shippers and manufacturers to continue cargo movement and domestic operations, which maintains local jobs.
BC: How closely does San Francisco collaborate with other ports in the Bay?
Coleman: The Port of San Francisco regularly collaborates with other ports in the Bay. The maritime division collaborations include the Harbor Safety Committee, Marine Exchange of the San Francisco Bay Region and various port security working groups. Additionally, the Port of San Francisco actively contributes in advocating for the best interests of the maritime community through the California Association of Port Authorities, which represents California’s 11 commercial ports.
BC: How is the port addressing rising sea levels and other consequences of climate change?
Coleman: The Port of San Francisco manages 7.5 miles of shoreline that is home to some of the region’s most popular open spaces and attractions, a national historic district, hundreds of small businesses, nearby housing and maritime and industrial uses. The port’s jurisdiction includes transportation networks like BART and Muni, critical utilities including drinking and wastewater and key emergency response facilities. The port’s Waterfront Resilience Program efforts ensure the waterfront, and its important regional and citywide assets, are resilient in the face of hazards such as earthquakes, flooding, sea level rise due to climate change, shoreline erosion and others.
BC: Can you provide more details?
Coleman: The port developed a Waterfront Resilience Framework to address immediate hazards including seismic and flooding hazards, as well as longer term hazards like sea level rise. This adaptive planning framework allows the port to act now to address risks to life safety and emergency response, while planning for mid- and long-term risks. It also allows the port to be responsive to community priorities, changes in science, and funding and partnership opportunities.
BC: Will the port become an export gateway for automobiles?
Coleman: Pier 80 transitioned into an automobile import-export facility in 2016. And from year one to year three, the port has experienced significant growth in the operation, servicing over 140,000 units. This past fiscal year, the port handled slightly under 80,000 units and we expect to exceed that number in the new fiscal year. The largest and most consistent business has been with a local electric-vehicle manufacturer that has exported over 120,000 units from Pier 80 with discharge ports in both Asia and Europe.
Patrick Burnson is the executive editor of Logistics Management. www.logisticsmgmt.com
