Inland Port 2013 No.2

Inland Port

Special Legislative Reports from WCI & AWO

A Day in the Life of an Inland Surveyor

PortVision Terminal Optimization

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2013 Issue III

Is CongressPayingAttention?

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INLAND PORT MAGAZINE2013 Issue II • Volume V

ISSN 2156-7611

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Published bimonthly by

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EdItorDaron Jones

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Entire contents ©2013, all rights reserved. Reproduction in whole or in part, without writ-ten permission of Hudson Jones Publications, LLC, is prohibited. The publisher accepts no responsibility for content of any advertisements solicited and/or printed herein, including any liability arising out of any claims for infringe-ment of any intellectual property rights, patents, trademarks, trade dress and/or copyrights; nor any liability for the text, misrepresentations, false or misleading statements, illustrations, such being the sole responsibility of the adver-tisers. All advertisers agree to defend, indemnify and hold the publisher harmless from all claims or suits regarding any advertisements. Due to printing and ink variances, the publisher does not guarantee exact color matching. Opinions expressed by writers are not necessarily those of the publisher or staff. Readers’ views are solicited ([email protected]). Publisher reserves the right to publish, in whole or in part, any letters or correspondence received. Publisher assumes no responsibility for unsolicited material.

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Michael McQuillanInland rivers, Ports & terminalsVice President, Hanson Professional Serviceswww.irpt.net

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itoria

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rd Jennifer carpenterAmerican Waterways operatorsSr. Vice President-National Advocacy, AWOwww.americanwaterways.com

Michael gerhardtDredging contractors of AmericaAssistant Executive Director, DCAwww.dredgingcontractors.org

Debra colbert Waterways councilSenior Vice President, CommunicationsWaterways Councilwww.waterwayscouncil.org

Amy Larsonnational Waterways conferencePresidentwww.waterway.org

Jim starkgulf Intracoastal canal AssociationExecutive Directorwww.gicaonline.com

Brad PickelAtlantic Intracoastal Waterway AssociationExecutive Director, AIWAwww.atlanticintracoastal.org

Competing in a New Era of Marine Terminal Risk Assessment and ManagementBy Jason Tieman, PortVision Director of Operations

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Inland Port2013 • Issue II

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Henderson County Riverport, KentuckyInterview with Executive Director Greg Pritchett10

FollowInland Port Magazine on

@inlandportmag

Subchapter M: An Industry PerspectiveBy Jennifer Carpenter, Senior Vice President - National Advocacy, The American Waterways Operators

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New Sennebogen 870 Crane Joins Team at Mt. Vernon Barge24

A Positive Outlook for a Water Resources Development Act in 2013By Michael J. Toohey, WCI President & CEO9

Terex Port Solutions Delivering Sprinter Carriers13

At Work on the RiverFollow a Day in the Life of a Hanson Professional ServicesHydrographic Surveyor as He Navigates the Mighty Mississippi

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2013 Issue II4 www.inlandportmagazine.com

Terminal Optimization Platforms EnableThird-Party Terminal Operators to

Streamline Key Self-Assessment and Reporting Procedures

By Jason TiemanPortVision, Director of Operations

Competing

Image courtesy of Konecranes

52013 Issue II www.inlandportmagazine.com

Terminal operators have a new set of challenges to navigate, thanks to expectations that were recently

set by the Oil Companies International Marine Forum (OCIMF).

With the goal of improving safety and environmental protection stan-dards throughout the industry, the OCIMF recently published its Terminal Management and Self Assessment (MTMSA) guide, which establishes stan-dardized Key Performance Indicators (KPIs) and best practices that terminal operators can use to assess management system effectiveness for berth operations

and the ship-to-shore interface. Major oil companies will be using this

guide to evaluate their own terminals and those of prospective third-party opera-tors. Those operators who fail to upload their results to the OCIMF database and achieve high enough scores may find themselves losing business to competitors who do.

While the oil majors may have ample resources with which to implement an MTMSA program throughout their own company-managed terminals, smaller third-party operators serving these orga-nizations are likely to find the process

challenging, costly and time-consuming. Now, these small-to-medium-sized

operators can speed and simplify sev-eral important MTMSA measurement and reporting tasks – and improve their scores – using the same terminal process optimization platforms that are already widely used to improve visibility, acceler-ate key terminal processes and activities, and provide an enterprise view of opera-tions across multiple sites.

The latest terminal enterprise software suites combine a comprehensive database of both real-time and historical vessel movement data with powerful dock man-

in a New Era of Marine Terminal Risk Assessment and Management


agement, scheduling, analysis and report-ing tools.

Platforms such as PortVision’s TerminalSmart solution have been imple-mented by most major oil companies and a large number of terminal operators to improve scheduling, vetting, logistics, loss control and demurrage management, while streamlining activities associated with front-line dock activities and man-agement.

These platforms can similarly be used to expedite many important ele-ments of the MTMSA process, specifically in the area of vessel and dock operations spanning many terminals.

About the MTMSA GuideThe hard copy MTMSA pub-

lication and an eBook version are available from Witherby Seamanship International, and the web-based program can be found on the OCIMF’s website, at www.ocimf.com.

The MTMSA Working Group describes the guide as “a sig-nificant milestone” in its larger Marine Terminal Information System (MTIS) initiative, which is aimed at improving marine terminal safety and environmental protection standards.

MTMSA document includes best prac-tice guidance based on current interna-tional legislation and recognized industry guidelines and codes of practice.

In addition, the online version includes supplementary information via a `Help’ facility to assist users when com-pleting the assessment.

The format of the MTMSA guide is consistent with that of its forerunner, the OCIMF Tanker Management and Self Assessment (TMSA) guide. The MTMSA guide replaces the OCIMF’s earlier Marine Terminal Baseline Criteria publication, and provides the industry with a uniform structure recognized by oil majors for self-assessment of terminal activity.

According to the OCIMF, the MTMSA self-assessment process encourages ter-minal operators to review performance by means of the key performance indicators (KPIs) that are detailed within the docu-ment. Analysis of this data will establish trends that can be used to target resourc-es in priority areas.

A fundamental element of effective safety management is risk assessment, and the OCIMF believes that use of the guide will also assist terminal operators in demonstrating that risks have been iden-tified, analyzed and reduced to a level that is as low as reasonable practicable.

The MTMSA guide also can be used by both OCIMF members and third-party terminals (including non-member terminals) to develop their own internal review methodology, and to continuously

improve their safety and environment performance while identifying and shar-ing best practice around their terminal network.

Additionally, terminal operators are encouraged to submit the results of their self-assessments online to OCIMF’s cen-tral database for distribution to recipients approved by the terminal operator. While this is currently a voluntary process, it is likely to become a de facto requirement for any terminal operator that wants to win business from OCIMF member com-panies, and it has been speculated that it will become mandatory in the future.

The MTMSA guide will be joined in 2013 by the final two elements of the MTIS initiative: the Marine Terminal Operator Training System (MTOTS), and the Marine Terminal Assessor Accreditation Programme (MTAAP).

Among the most challenging MTMSA elements to benchmark, monitor, evaluate and improve are those having to do with vessel and dock activities. This includes KPIs regarding vessels, their movements and their contracted personnel, as well as the safety and efficiency of the dock’s lay-out and various dock operations including scheduling, liquid cargo transfer activi-ties, and communication and information

sharing both inside the organization and between the dock team and various port and harbor entities. These KPIs can be more easily monitored, reviewed, opti-mized and reported using maritime enter-prise business solutions with Automatic Identification System (AIS)-based vessel tracking.

How Maritime Enterprise Business Solutions Can Help

Terminal process optimization plat-forms have already been used for OCIMF KPI measurement related to TMSA guidelines adopted by approximately 90 percent of all tanker operators.

For instance, enter-prise business solutions such as PortVision’s Fleet Management System have pro-vided a platform for monitor-ing and assessing fleet-related TMSA KPIs that involve high levels of data integration, a collaborative approach to managing voyages, and the ability to move information

across departments. Now, similar benefits can be realized

by terminal operators who must imple-ment the extensive MTMSA guidelines.

The latest terminal optimization solu-tions, such as PortVision’s TerminalSmart offering with its purpose-build Dock Management System module, provide a web-based service platform that inte-grates vessel tracking, dock management and analysis in a single, convenient oper-ational dashboard for marine terminal operators.

Platforms such as these can be used by OCIMF members as well as non-member petrochemical refineries, third-party midstream facilities and other marine terminal organizations to optimize marine operations in the petrochemical supply chain.

Terminal process optimization plat-forms are designed specifically to enhance visibility and improve terminal business management, analytics, reporting and operational safety and efficiency.

Combined with purpose-built dock management tools, these platforms sup-port dock scheduling, comprehensive dock activity logging, and business intel-ligence reporting. They also provide real-time operational benefits such as predic-


tive ETA of inbound vessels, and real-time alerting of stakeholders based on dock schedule changes.

In addition, they can be used to streamline MTMSA KPI evaluation and reporting in the following areas.

Management, Leadership and Accountability – Policies and Procedures

This element includes KPIs and best practice guidance related to maintain-ing vessel compatibility criteria for each berth, demonstrating that nominated ves-sels accepted by the terminal meet mini-mum standards of safe operation, and that there are vetting procedures in place to confirm operational safety.

Terminal process optimization plat-forms with AIS-based vessel-tracking enable managers to automatically record and share dimensional criteria for each berth and indicate the most current vet-ting condition of all nominated vessels. The platforms also provide direct links to both the USCG Port State Information Exchange and Q88 Vessel Detail Database to ensure access to information about

nominated vessels’ operational safety.

Management of Contractors This element’s KPIs and best prac-

tice guidance cover the monitoring and assessment of contractor performance. This includes establishing requirements for formal reviews at defined intervals using appropriate KPIs that are identified and agreed upon for use in monitoring contractor performance.

AIS-based terminal optimization plat-forms with dock management tools allow consistent collection of contractor-related, event-based data associated with the ship-to-shore interface.

They should also enable response and task duration times to be benchmarked and reported, so that this information can be shared with contractors and used to review and measure performance.

All event-based KPIs are captured once they have been identified and agreed upon for use.

Port and Harbor Operations The MTMSA guidelines have estab-

lished KPIs and best practices for this

element in areas including information exchange between the vessel and terminal before the vessel berths, and the termi-nal’s ability to ensure that all internal and external interested parties (i.e., the Port Authority, agents and pilot associations) are aware of any changes to the water depth.

Another KPI focused on the participa-tion by terminal management/personnel in company and industry port and termi-nal operation forums to share experience.

Terminal process optimization plat-forms should provide a predictive ETA function that allows terminal managers to meet best practices regarding their readi-ness to commence berthing operations. They also should enable terminal manag-ers to record and share information about water depth for each berth. Some provid-ers hold user summits for terminal man-agement and personnel that provide a forum for them to share their experiences.

Terminal Layout – General This element identifies, among other

things, the need for terminal manag-ers to study the impact of passing traf-

www.marinesonic.com

fic on vessels moored alongside, and to deploy speed-of-approach equipment. Procedures should be in place that enable the terminal to monitor traf-fic movements and, if neces-sary, take precautionary action. Identified personnel should also be trained in the use of speed-of-approach equipment, which may include features to indicate the vessel’s angle of approach.

Terminal process optimiza-tion solutions should provide real-time data and up to five years of historical vessel data in areas of interest around the terminal, which can be used to study the impact of passing traffic. These solutions should also trigger near real-time alerts regard-ing improper speed or angles of approach, which can be delivered by email, text, or a warning siren.

Ship/Shore Interface One KPI in this MTMSA element

focuses on the need for terminals to have ready access to information from remote reading tide gauges and current meters.

Terminal process optimization plat-forms can be used to monitor information from tide gauges and current meters, and

to alert personnel when documented lim-its are being, or at risk of being, exceeded.

Transfer Operations This MTMSA element includes KPIs

related to the systematic inspection of the berth and equipment prior to each vessel’s arrival, and the monitoring of independent cargo surveyors to ensure that their activities comply with all appli-

cable requirements. Performance should be analyzed at regular intervals to identify opportunities for improvement.

Terminal process optimi-zation platforms with dock management capabilities can be used to collect information in a consistent manner regarding pre-arrival inspection events, and store them in a dock log for future review. They also can be used to collect informa-tion about dock utilization, dock events, and other details about each job. This should be available to feed various perfor-mance analysis reports for pro-cess improvement in alignment with MTMSA guidelines.

Operations at Buoy Moorings The KPIs and best practices for this

element are focused on clearly establish-ing requirements for a visiting vessel’s non-routine activities (such as clearing hoses with water for maintenance pur-poses) prior to its nomination.

Terminal process optimization solutions allow ship-specific information to be collected and shared.

Terminals Impacted by Ice or Severe Sub-Zero Temps

This element’s KPI related to terminal procedures for scheduling tanker arrivals and departures. These procedures should take into account ice conditions and severe sub-zero temperatures to avoid besetting.

Terminal process optimization plat-forms with dock management capabilities can be used to schedule vessel visits well in advance of their arrival. Ideally, they should also provide information about current weather conditions, and calculate the estimated departure time based on volume and pumping rates.

Terminal operators will be expected to meet these and other OCIMF guidelines in the coming months, as the industry strives to improve safety and environmen-tal protection standards. These challeng-ing vessel- and dock-related elements can be expedited by implementing terminal optimization platforms that are already widely used to streamline and improve a variety of marine terminal operations throughout the petrochemical supply chain. IP


www.hanson-inc.com


The organization of the House and Senate for the 113th Congress is complete and the changes are very encouraging for the inland waterways transportation

stakeholders.In the House of Representatives, Congressman Bill Shuster

has ascended to the Chairmanship of the Transportation and Infrastructure Committee. Mr. Shuster represents a Congressional District which includes the Monongahela and Ohio Rivers near Pittsburgh. He has already visited the aging infrastructure, touring by tow boat. Speaker John Boehner has also tasked Mr. Shuster with finding more revenue for infra-structure investment.

Chairman Shuster’s team includes Subcommittee on Water Resources Chairman Bob Gibbs of Ohio who returns for a sec-

ond term leading the Subcommittee. He focused attention last Congress on the overruns at Olmsted and is supportive of the proposals of the Capital Development Plan.

This year, the Committee Chairman has active-ly reached out to the Ranking Democratic Member, Congressman Nick Rahall of West Virginia. Representative Rahall is also a strong proponent of inland waterways transportation.

In appearances before the Chamber of Congress and in private meetings, Chairman Shuster has identified as a major challenge the need to educate the newer Members of Congress on the importance of the Inland Waterways and need to increase the user fees needed to modern-ize the system.

On the Senate side, Louisiana Senator David Vitter has assumed the Ranking position on the Environment and Public Works Committee. He is also a vital supporter of the waterways which are critical to his state’s economic vitality. Other Senate Waterways Champions include members of the key Environment and Public Works Committee: Senator Roger Wicker (R-MS), Senator Jeff Sessions (R-AL), Senator John Boozman and Senator James Inhofe.

On the Appropriations Committee Senator Lamar Alexander (R-TN) is advocating the removal of the Olmsted project from the Inland Waterways Trust Fund and funding the completion of the dam feature of the project from general revenues. He also advocates an 11 cent increase in the waterways user fee which will create an investment program of approximately $220 million per year to modernize the system. Senator Alexander is working with the Environment and Public Works Committee to include his proposal on Olmsted in the WRDA 2013 legislation being developed by the committee.

In the Senate, Senator Robert Casey (D-PA) has been awarded a seat on the Finance Committee which will consider legislation to increase the waterways user fee in this session of Congress. In mid-February, Senator Casey also introduced S. 407 – The Reinvesting in Vital Economic Rivers and Waterways (RIVER) Act of 2013. The bill was co-sponsored by Senator

Mary Landrieu (D-LA) and Senator Amy Klobuchar (D-MN). S. 407 would establish a sustainable, cost-effective way to ensure that the inland and intracoastal waterways of the United States remain economically viable.

The bill would modernize America’s inland waterways system, create jobs, relieve traffic congestion, and optimize American competitiveness through the most low-cost, energy-efficient transportation mode.

The River Act of 2013 is based on elements contained in the Inland Waterways Capital Development Plan to:

• Prioritize the completion of navigation projects across the entire waterways system;

• Improve the Corps of Engineers’ project management and processes to better deliver projects on time and on budget, in order to realize $8 billion in job creation;

• Reform project cost allocations;• Recommend an affordable – and increased -- user fee

funding mechanism to meet the system’s needs, and,• Realize a sustainable annual appropriation of $380 mil-

lion, of which a significant portion is paid for by commercial users of the system.

More specifically, the River Act would preserve the existing 50% industry/50% federal cost-sharing formula for new lock construction and major lock rehabilitation projects.

It would include a cost-share cap on lock construction projects to incentivize keeping projects on budget and prevent shippers from bearing the burden of paying for unreasonable cost overruns. This will strengthen the ability of the Inland Waterways Trust Fund to fund more priority projects in the pipeline.

It will also increase by 45% (nine cents per gallon) the existing fuel tax of 20-cents-per-gallon that is paid by the barge and towing industry, the only users of the system who currently are taxed. At the same time, the recommended reforms to the Corps of Engineers’ project management and delivery process would ensure that these additional resources are spent wisely.

WCI’s Executive Committee unanimously endorsed the plan and the association applauds Senators Casey, Landrieu and Klobuchar’s efforts in devising the River Act that will mod-ernize our critically important inland navigation system and its infrastructure. Modern waterways are critical to U.S. competi-tiveness in the world market, to environmental protection, to energy efficiency, to highway congestion relief and to the sus-tainment of well-paying American jobs. They benefit the U.S. agricultural sector, our construction industry, our energy sector, our environment, our economy, and all the beneficiaries of the nation’s waterways system.

With this Senate (S. 407) bill now introduced, and announcements by both the Senate EPW Committee and the House T&I Committee that WRDA is their number one legisla-tive priority, 2013 is aligning as the year the inland waterways transportation system receives the critical support needed to transform into a modern, efficient and reliable network.

Visit www.waterwayscouncil.org for more. IP

A Positive Outlook for a Water Resources Development Act in 2013By Michael J. TooheyWCI President/CEO


Henderson County Riverport, KentuckyInterview with Executive Director Greg Pritchett

Port Profile

How long have you been at the port, and in what capacities?I came as the new executive director in June 2004, replacing Bill Howard, who was retiring from the position. My previous experience was in food processing for a company focused on international sales, which exposed me to container shipping, international credit financing, and warehousing for third party customers.

What is new at your facilities? Any new tenants, equipment, or infrastructure to let the industry know about? Since 2004, the port has added two warehouses, a second bulk material dock, and a dry bulk fertilizer storage complex, which has expanded our customer base.

What are your short and long-term expectations for growth? What specific steps will help you achieve these goals?Honestly, growth will be a mixed bag, very much dependent

Henderson County Riverport6200 Riverport RoadHenderson, KY 42420270.826.1636 Ext [email protected]

www.schuylerco.com


on the general economy. For any number of reasons, American industry is still attempting to squeeze out pro-duction from existing facilities and does not seem willing to expand new plant infrastructure.

We are attempting to position ourselves as problem solvers for those wanting to reduce freight transportation costs. Our menu of services is shifting towards offering turn-key solutions to customers desiring to manage their inventory and pickup and delivery objectives.

The port maintains land inventory for sale and Lease. We continue to look for industry desiring to use the ser-vices provided by the port.

We are also promoting ourselves by adapting website design for mobile devices, as well as using current tech-nology for internal and customer communications. Tell us about the port’s management team and board. What are your strengths? Where do you want to im-prove?Henderson County Riverport is owned by Henderson County, Kentucky. Our board of directors is appointed by county government and we are very fortunate to have board members who bring their collective experience and education to the table. Our board members have various backgrounds that include agri-business, commodity and financial investments trading and sales, construction and economics. IP

www.mvbarge.com


Inland barge transportation has the lowest carbon footprint of the other major modes. Moving identical amounts of cargo by rail generates 30% more carbon dioxide than by barge, and 1,000% more emissions by trucks than by barge. Learn more at www.nationalwaterwaysfoundation.org.

Inland barges produce less carbon dioxidewhile moving America’s important cargoes.

Waterways Council, Inc.801 N. Quincy St., Suite 200 | Arlington, Virginia 22203703-224-8007 | www.waterwayscouncil.org

BARGES: The Greener Way to Go

www.waterwayscouncil.org

www.atlintracoastal.org


In the course of this year, Terex Port Solutions will be supplying 17 Terex NSC 624 E sprinter

carriers to Global Container Terminals Inc. (GCT). The customer, with headquarters in Vancouver, Canada, is one of the largest container terminal operators in North America and has ordered the machines for its Global Terminal operations located in Bayonne, New Jersey, USA, which is part of the New York/New Jersey port. These diesel-electric sprinter carriers will transfer containers quickly and safely between the quayside and the container stackyards.

GCT ordered the sprinter carriers to support the expansion of the terminal by its subsidiary Global Terminal & Container Services LLC. By the end of this year, the length of the quay will be extended from 548 metres (1,800’) to 822 metres (2,700’). To increase efficiency and flexibility, the 1-over-1 Terex carriers can travel up to 32 kph (approx. 20 mph) and are equipped with a twin-lift spreader, enabling them to move 20’, 40’ and 45’ ISO containers up to a maximum load of 60 tonnes (66 US tonnes) under spreader. The machines can lift and deposit two 20’ containers separately and stack one high-cube container (9’ 6” high) on another.

In opting for Terex sprinter carriers, GCT has chosen the market leader in this product segment, as Richard Ceci, Global Expansion Project Manager at GCT emphasised: “We did an extensive evaluation of the competing products and Terex Port Solutions came out as the clear winner.” Furthermore, the economic aspects associated with Terex machines were a decisive factor, Ceci continued: “Besides finishing on top in the technical evaluation, Terex Port Solutions also had the best commercial terms and hence the best value for our project.”

In the eyes of Guido Luini, Managing Director of the Terex Port Solutions facility in Würzburg, Germany, the fact that GCT, also a world-leader in its field, has opted for his company is particularly satisfying: “GCT is one of the big four container terminal operators in North America and has locations both on the Atlantic and on the Pacific coasts.”

According to Luini, the strong demand for Terex sprinter and straddle carriers is due to

Terex Port Solutions Delivering Sprinter Carriers

their recognition throughout the market as being reliable, high-performance machines that perfectly combine flexibility and high handling speeds. “The tried-and-tested diesel-electric drive system we use provides low-consumption operation as well as reduced exhaust gas and noise emissions. We were the first company to introduce these machines to the market in 2001 and there are now over 850 of them in use worldwide.” This made Terex Port Solutions the market leader in this field, concludes Luini.

The sprinter carriers will be equipped with safety features like stability, load and tire monitoring while transmitting position to the terminal management system via GPS. IP

www.criticalcommoditiesconference.com


At Work on the RiverFollow a Day in the Life of a Hanson Professional Services Hydrographic Surveyor as He Navigates the Mighty Mississippi

Instead of staring at the cubicle wall, imagine watching the sun rising over the glassy water

of the Mississippi, 60-degree weather, no traffic except for an occasional deer swimming across the water or an eagle flying toward a treetop perch. Such is the office life for a hydrographic surveyor.

On the other hand, it’s not the simple life of Huck Finn.

Ray Armstrong explains that surveyors also experience cold and rainy days when 20 to 25 mph winds are whipping the boat around, the waves are 2 feet high, ice is forming on the front of the boat making visibility almost zero, or getting caught at the end of the day in a fog bank.

Armstrong heads up the hydrographic survey-ing unit at Hanson Professional Services, based in St. Louis, Mo. Although his territory extends across the country, he personally knows the 300 miles of the Mississippi River from Cairo, Ill., to Saverton, Mo., like the back of his hand.

Hydrographic surveying is performed to deter-mine the underwater topography of a project site

The S/V Hanson boasts three monitors for the equipment operator. Starting at the upper left and going clockwise, they display the status of the positioning and motion status, the bottom information, and real-time position of the survey vessel.

Water surface elevation beingobtained using GPS measurements on the Missouri River.


www.portofvictoria.com

www.densona.com

(body of water). Information is collected on:• depth of water; • configuration, nature and thickness of the bottom; • directions and forces of currents; • heights and time of tides and water stages; and • the location of fixed objects for survey and navigation

purposes. Armstrong says his crew needs to know more in addition to

hydrographic surveying. They need to know a lot about work-ing on the water, the boat and the equipment.

“For example, if you have a car problem, you pull over to the side of the road, fix it or call for help. If you have a boat problem, you can’t just pull over and thumb for a ride. You have to be prepared for anything and be able to react to a prob-lem immediately. Problems may include swift currents, high water, unknown water hazards, and river traffic,” he says.

The surveying work they do is highly technical. Hanson has an extensive history of offering electronic hydrographic and bathymetric surveys for clients in the private and public sector.

THE S/V HANSONHanson’s fully equipped hydrographic survey vessel, the

S/V Hanson is 26 feet long by 8 feet wide and fully trailerable. The Hanson is outfitted with two 200-hp outboard motors, a 6,500-watt generator, and a climate-controlled cabin.

Hanson’s hydrographic survey vessel is capable of perform-ing:

• single-beam soundings;


The hydrographic survey crewworks at the Melvin Price Lock and Dam near Alton, Illinois, for the St. Louis District USACE.

www.waterways.org


Northeast to the NationStrategically located on the banks of the Monongahela River,

adjacent to two railways and two highways, Three Rivers Marine

& Rail Terminals is an intermodal transportation hub – and much

more. Offering direct connections between river, road, and rail,

Three Rivers also provides stand-alone and value-added bulk

materials supply and service. Our combined capabilities give

us the power to develop customized, seamless solutions that

address diverse and complex customer needs – from

warehousing and packaging to on-demand delivery of ice

melt, landscaping, and other products.

TRANSLOADING

CONTRACT PACKAGING

TRUCKING

LANDSCAPE PRODUCTS

ICE MELT

3riversmarineandrail.comTHREE RIVERSmarine & rail terminalsTM

• multi-beam soundings;• side-scan sonar;• sub-bottom profiling;• magnetometer work;• above-water terrestrial scanning;• acoustic Doppler current profiling

(ADCP); and• RTK positioning.The vessel is equipped with the follow-

ing specialized hardware and software:• Applanix POS/MV for GPS positioning

and full-motion compensation;• Echotrac MKIII dual-frequency single-

beam survey fathometer;• Digibar S sound velocity profiler;• Reson Seabat 9001 multi-beam survey

fathometer; and• HyPack hydrographic survey software.

DECADES OF EXPERIENCE

Hanson has provided single-beam and multi-beam hydrographic surveys for the U.S. Army Corps of Engineers under several indefinite delivery order contracts since 1981.

Examples of multi-beam surveys in-clude work on the stilling basin and outlet channel at the Harry S. Truman Reservoir Dam, the largest flood control reservoir in Missouri, to determine its extent and depth of erosion. From there, the surveying team developed a computer-generated digital terrain model for measuring the amount of scour, horizontally and vertically, of the concrete floor, so that corrective measures could be properly engineered.

For the Vicksburg (Mississippi) District Corps of Engineers, they conducted de-tailed (full-bottom coverage) hydrographic surveys of 15 miles of river bends on the Mississippi River to determine existing river bottoms.

Crews also have conducted surveys to determine locations of sunken barges, tow-boats and unknown underwater obstruc-tions.

SuRvEyINg thE DAmAgE

Sometimes the ordinary work is inter-rupted by emergencies. Armstrong remem-bers getting a call at home at 8 a.m. one Sunday in 1993. It was the St. Louis District Corps of Engineers requesting an immedi-ate boat ride to inspect damaged levees and to determine how to survey through the breaches while the water was still flowing through the levee.

www.3riversmarineandrail.com


“We took the survey vessel from river to farm field, gliding through flooded farm fields at 20 mph,” Armstrong says.

As a result of the flood of 2011, sig-nificant changes were expected in chan-nel shape, depth, and location within the historical floodplain of the Missouri River reach between Sioux City, Iowa, and Rulo, Nebraska, extending approximately 236 miles.

Hanson performed a hydrographic survey to be used to capture and ana-lyze changes to the Missouri River in this reach. The data is being used by the Engineering and Operations divisions of the Omaha District Corps of Engineers for analysis and planning for flood recovery.

Using the Hanson, surveyors sounded 5,006 cross sections, water’s edge to water’s edge, spaced at 250-foot intervals perpendicular to the Missouri River flow. An Applanix POS/MV was used for GPS positions, heading, and motion compen-sation. An Echotrac MKIII single-beam fathometer was used to obtain the water depths. HyPack hydrographic survey software was used to collect and post-process the data. Water surface elevations were surveyed using real time GPS at the beginning and end of each survey day and at one mile intervals.

Field survey data was post-processed in the office, reviewing the data for con-sistency, editing anomalies in the bottom data, applying water surface elevations, and preparing ASCII files containing coor-dinates and elevations of the river bottom data. A final product was prepared in Ex-cel containing the date, line number, river mile, coordinates in NAD83 UTM zone 15, elevation in NAVD88, and elevations in NGVD29 of the entire river bottom.

Because of the severe drought condi-tions in the Midwest during 2012, the Mis-sissippi River was approaching critically low levels, severely restricting river traffic. Hanson performed more than 1,200 miles of before and after dredge surveys for the St. Louis District Corps of Engineers.

A DAy IN thE LIFEDuring normal situations, each day

the party chief is responsible for making sure there’s enough fuel in the truck, boat and generator (electricity on the boat). He hauls the boat to the nearest ramp to the project, launches it, and ensures working condition of motors, generator, computer,

A hydrographic survey boat heads toward the Hanson-designed Clark Bridge on the Mississippi River.

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positioning and sounding equipment.The next step is to locate and read the

nearest river gauges to the project area. On the Mississippi, they are approxi-mately 10-15 miles apart. Armstrong says the party chief knows where they are by memory, or he will read the water surface elevation from a previously established project benchmark. If he is working in view of a lock and dam, he has to notify the lockmaster, via marine band radio, of his position and work plan. He also moni-tors the radio for any barge traffic.

Once at the project location, the sur-veyor performs quality control checks and begins his work.

Horizontal positioning is done using global positioning systems in real time. It tells him his position every second and he compares the position with a known horizontal control station. Soundings are performed using a survey fathometer. To check the sounder’s depth, he lowers a “bar” to a pre-defined depth in the water to calibrate the sounder.

Normally pre-determined lines are established in the computer for him to navigate and are usually perpendicular to the river flow, go bank to bank, and are at sufficient intervals for the task at hand. Using real time navigation and a computer monitor, he navigates along reach “range,” collecting positions and depths until the process is completed.

Armstrong says “this is probably the most tedious part of the job.” Although the work can be tedious, the surveyor, while collecting data, has to stay on line while the current is sweeping the boat downstream, adjust steering for changes in the river flow, adjust throttle for chang-ing flows, monitor the river depths so he doesn’t run aground in shallow water, and continue to monitor river traffic.

Once he has collected the day’s work, he does a quick screen plot to ensure he has not missed any areas, and downloads the data to a CD-ROM. He then re-reads the river gauges and heads back to the boat ramp, finished for another day.

That field data is then transmitted to office personnel for further processing. Plan views, cross sections, contours, and 3-D views can then be generated for engi-neering analysis. IP

Updated from an article previously printed in The Military Engineer.

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With the start of a new year and a second term for the Obama Administration, many vessel operators have been asking about the status of the U.S. Coast Guard’s

much anticipated final regulations on towing vessel inspection. Publication of the proposed rules in 2011 was warmly welcomed by AWO members as a historic milestone in a long journey to raise safety standards throughout the tugboat, towboat and barge industry. Going forward, AWO is committed to working with the Coast Guard, the Department of Homeland Security and Congress to ensure timely publication of final regulations and help the industry make the transition to a comprehensive new regulatory regime.

This journey started nearly a decade ago, when leaders of the tugboat, towboat and barge industry had a bold vision of leading the development of a new regulatory regime for their industry that would improve safety and efficiency and build on what so

Subchapter MAn Industry Perspective

By Jennifer CarpenterSenior Vice President – National AdvocacyThe American Waterways Operators

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many companies are already doing well. They had a vision of eliminating fatalities and reducing oil spills and vessel acci-dents. They had a vision of having one regulatory agency with maritime expertise overseeing their industry, and ending OSHA jurisdiction on towing vessels. They had a vision of retiring the misleading “uninspected” label that mischaracterizes the tow-ing industry in the court of public opinion. They had a vision of using private sector expertise to leverage limited Coast Guard resources. Perhaps most radical of all, they had a vision of pro-actively seeking and shaping this regulatory regime instead of waiting for Congress or the Coast Guard to act.

In December of 2003, industry leaders approached the Coast Guard to request that it ask Congress for statutory authority to establish an inspection regime for towing vessels that included a safety management system requirement. Two months later, the Department of Homeland Security requested this new authority in its annual legislative request to Congress, and in July of 2004, Congress granted that request in the Coast Guard and Maritime Transportation Act. The new law added towing vessels to those subject to Coast Guard inspection and authorized the Coast Guard to establish a safety management system requirement.

To the Coast Guard’s great credit, one of the first things the agency did was to enlist stakeholder assistance. In December of 2004, at the Coast Guard’s request, the Towing Safety Advisory Committee established a working group to help the agency develop the skeleton of a draft regulatory proposal. Over the next three years, the working group held 20 days of meetings. More

than 160 individuals from all segments of the industry brought their expertise to the table and this diverse group of stakeholders validated the industry vision of a new approach to Coast Guard inspection.

The group produced two comprehensive reports to the Coast Guard and reviewed draft text that the Coast Guard shared with TSAC for feedback. In January of 2009, the Coast Guard fin-ished work on the draft Subchapter M and sent a notice of pro-posed rulemaking to the Department of Homeland Security for review. As is often the case, the proposed regulations took time to work through the federal regulatory bureaucracy, and finally were published in the Federal Register in August of 2011.

In a nutshell, the proposed Subchapter M regulations satisfy all of the statutory requirements for vessel inspection laid out in the U.S. Code and include some innovative features, including the use of a safety management system as a way to demonstrate compliance with the regulations; a significant role for Coast Guard-approved third parties as a way to leverage limited Coast Guard resources and provide more flexibility to vessel owners; and flexible, functional alternatives to traditional inspection requirements.

Under the proposed rule, towing vessels over 26 feet would be required to meet the regulatory standards laid out in Subchapter M, and all affected towing vessels would have a Coast Guard-issued Certificate of Inspection. The proposed rule proposed two compliance options: the Towing Safety Management System or “TSMS option,” or a more traditional

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“Coast Guard option.” Under the TSMS option, a towing vessel owner would have a TSMS certificate issued by a Coast Guard-approved third party organization and would use that third party to verify compliance with the TSMS and other Subchapter M requirements as a predicate for getting a COI from the Coast Guard. Under the Coast Guard option, a towing vessel would be inspected annually by the Coast Guard just as other types of inspected vessels are now.

The Coast Guard spent the last four months of 2011 solicit-ing public comment on the proposed Subchapter M. It received

hundreds of written comments, held four public meetings, and reconvened the TSAC working group to review the notice of pro-posed rulemaking. There were some notable common themes in the TSAC recommendations and many of the industry comments on the docket. Notably, there was generally strong industry sup-port for moving forward with Subchapter M and for requiring all covered towing vessels to have a Towing Safety Management System, substantial industry concern exists about making a TSMS optional. Additionally, there was strong support for using approved third parties as part of the compliance verification pro-cess. There was also strong feeling that if the Coast Guard waited until a final rule was complete to start putting together a process for approving third party auditors and surveyors, the industry would face a shortage.

The most significant critiques of the proposed regulations included overwhelming opposition to proposed equipment requirements that would require significant retrofitting of exist-ing towing vessels – in particular, the proposed requirement that towing vessels moving tank barges have independent, redun-dant means of propulsion, steering and related control, and to prescriptive electrical system requirements for existing towing vessels. Also widely criticized was the possibility of requiring a change in the six-and-six square watch schedule and instead requiring towing vessel crewmembers to have the opportunity

for seven to eight hours of continuous sleep each day. This issue has implications far beyond the towing industry, and there is widespread industry sentiment that Subchapter M is not the right vehicle to address these issues.

The Coast Guard has completed its analysis of the com-ments and its staff has revised the proposed rule, which is now in the agency clearance process. One of the things the agency will need to decide is whether the next step in the rulemaking process will be an interim final rule or a supplemental notice of proposed rulemaking. An interim final rule is a rule with an

effective date that is accompanied by a request for additional public comment. A supplemental notice is essentially a redraft of the regulatory proposal. This decision will be driven by the extensiveness of the changes from the notice of proposed rulemaking. Whichever route the Coast Guard chooses, the draft document will be reviewed again by the Department of Homeland Security as well as the Office of Management and Budget, before it is published in the Federal Register. AWO is pressing hard for publication of the next stage of the rulemaking in 2013, so as not to delay realization of the significant safety benefits of the regulation.

While the timing of publication remains unclear, the far-reaching implica-tions of Subchapter M are already evident. What will towing vessel inspection mean for the tugboat, towboat and barge indus-tries?

The industry is going to get safer. A Coast Guard friend once said, “Some of the best boats I’ve ever seen are uninspected towing vessels. And, some of the worst boats I’ve ever seen are uninspected towing vessels.” AWO members know from experience that it doesn’t take an inspec-tion requirement to motivate a safety- and environmentally-con-scious company to build and operate a “best” boat; our industry is full of companies that do just that. But, the small number of companies operating “worst boats” is going to have to get with the program, or risk losing their franchise to operate. That rising tide will be good for the industry.

Safety management systems are here to stay. The fate of the Coast Guard option is uncertain, and there may be a way to combine a flexible, scalable safety management sys-tem requirement with a role for the Coast Guard in conduct-ing vessel inspections. The opposition on the docket is not to the Coast Guard and certainly not to compliance verification options, but to the lack of a safety management system for some towing vessels.

It will be very difficult for the Coast Guard to justify a final rule that does not include some form of TSMS requirement for all towing vessels covered by Subchapter M. There is very strong evidence on the docket that safety management systems work and that they are scalable and practicable for small companies as well as large ones.

Author Jennifer Carpenter with AWO members Matt Woodruff, Kirby Corporation, and Jim Farley, Kirby Offshore Marine, at AWO’s Fall Convention in Seattle.


Massive retrofitting is not recommended just yet. The opposition on the docket to proposed requirements that would have required substantial retrofitting of existing towing vessels was sufficiently strong and persuasive that they are certain to get a second look. Moreover, the Coast Guard’s own regulatory impact analysis supports the conclusion that the agency did not intend the wholesale retrofitting and massive economic impact that would result from these proposals.

Consistent attention to good maintenance is vital. Along with implementing and continuously improving its safety management system, this is one of the most important things a company can do to prepare for the eventual imple-mentation of Subchapter M. The writing on the wall is pretty clear: existing boats that are not well maintained are going to be in for a rough time.

Auditors, surveyors, and shipyards will see addi-tional work. A sizable and geographically dispersed network of Coast Guard-approved third parties will be necessary to make Subchapter M work smoothly. Auditors and surveyors should start working now to ensure that they have the right qualifications and that they have organized themselves in a way that will enable them to pass Coast Guard muster as approved third party organizations.

Fatigue and sleep issues will continue to be promi-nent, but the towing vessel inspection regulations are probably not the vehicle through which they will be addressed. Fatigue prevention and mitigation are an issue in any 24/7 operation, and the industry will continue to be challenged to demonstrate that current industry watchstand-ing schedules are sufficient to prevent fatigue and ensure safe operation. But, since this is clearly an issue that goes beyond the towing industry, the Coast Guard is likely to conclude that a holistic look at this subject is more appropriate than an approach narrowly focused on one industry sector.

The tugboat, towboat and barge industry will serve as a model for other sectors of the marine industry. The Coast Guard and other segments of the marine industry will be watching our example. If carrying defibrillators on board is good for towing vessels, expect a regulatory proposal at some point to require them on other classes of inspected vessels as well. If safety management systems and approved third party organizations provide a way to improve on tradi-tional inspection, leverage limited Coast Guard resources, and improve flexibility for vessel owners, expect to see other seg-ments of the industry wanting to sign up, too.

I think it’s fitting, and appropriate, to see the towing indus-try – and the Subchapter M rulemaking process – as a model for others. After all, it was a bold, forward-looking vision that industry leaders conceived of 10 years ago. It was a dramatic departure from the traditional “black box” regulatory develop-ment process for the Coast Guard to so actively seek stake-holder input early in the regulatory process.

Both of those courageous moves will pay big dividends for the future – for the tugboat, towboat and barge industry; for the Coast Guard; and for everyone who cares about the safety of our crewmembers, our vessels, and our waterways.

But first, we’ve got to the get the rules published. IP

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New Sennebogen 870 Crane Joins Team at Mt. Vernon BargeTo continue upgrading their service to the Port of Indiana, Mt. Vernon Barge Service has added a pow-erful new complement to the two Manitowoc 3900s currently loading and unloading there at Piers 2 and 3. The new superstar is a Sennebogen 870 “Green Line” monster that cuts cycle time in half, effectively doubling the speed and capacity on behalf of the Port. “It’s very fast and very efficient,” commented Chief Operators Officer, Wayne McDonald. “It makes me smile to watch it work.” IP

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Inland Port 2013 No.2