ports-to-plains alliance northern working group strategic plan october 2012

NORTHERNWORKINGGROUPSTRATEGIC

PLAN

Ports‐to‐Plains Alliance

October 2012

NorthernWorkingGroupPlanning,October10&11,2012 Page1

Contents

Strategic Priorities ........................................................................... 2

Norther Working Group Goals ......................................................... 3

Strategies and Work Plans ............................................................... 4

List of Attendees ............................................................................. 8


NorthernWorkingGroupStrategicPlanMembers of the Ports‐to‐Plains Alliance, organizations

and individuals from North Dakota, Montana, Alberta and

Saskatchewan met in Regina on October 10 and 11, 2012

to develop a northern plan to enhance the Ports‐to‐Plains

Corridor. Those who attended the two day planning

session are listed at the end of this document.

As displayed in the adjacent map, the corridor runs from

Mexico to Northern Canadai. Presentations at the

planning session from the Ports‐to‐Plains Alliance showed

the volume of tradeii is rapidly expanding along the

corridor and between the three countries. Trade and

other corridor information is available from the Ports‐to‐

Plains Alliance. Their website is www.portstoplains.com.

StrategicPriorities

On day 1 of the planning session, after a tour of the

Global Transportation Hub, Brandt Industries and Clear

Water Clarification Inc., the attendees brainstormed a list of priorities that a Northern Working

Group might pursue. These priorities were ranked in importance based on what could

realistically be accomplished in a 12 to 18 month timeframe. Each attendee voted for their

first, second and third priorities and the total scores are listed below. Five points were given for

a first place vote, three points for a second place and 1 point for a third place.

Brainstorming Northern Working Group Priorities Score

1 Need to establish a strong business case in the corridor (politics will follow), SWOT analysis and optimization options 58

2 Must improve communications, awareness, cooperation and respect differences. Embrace similarities and respect each other 38

3 Need more collaboration, education, partnerships and capacity building 33

4 Corridors of national significance and commonality in freight, corridor programs and permitting 33

5 Use of New West Partnership as a template to establish a method of promoting movement of goods north/south 26

6 All levels of government (local, state, provincial, federal) need to have an understanding of transportation planning/better control 22


7 Create an awareness of the corridor assets 18

8 Develop uniform cross border datasets & analysis 18

9 Other infrastructureiii is also key, e.g., telecommunications, border and highway technology 15

10 Improve service levels at border crossings 14

11

Senior level of governments need to reward projects and groups based on collaboration, education, partnerships and capacity building 12

12 Need ongoing communications about freight movements 10

13

How can Swift Current develop something related to their transit network? Promote their location advantage for North/South movements 9

14 Need to establish corridor trading targets 6

15 Trade & Security need a common language 4

16 Need to involve other Provincial/State Groups ‐ STEP, National Trucking Association, etc. 2

17 Need to have a strategy with Federal Governments (US, Canada, Mexico) 1

NorthernWorkingGroupGoals

The next step was to further refine these opportunities and to eliminate any duplication and

overlap. The priorities were then consolidated into the following key goals.

Establish a strong northern business case for the corridor (politics will follow), develop a SWOT analysis and optimization options. Develop uniform cross border datasets and analysis. Establish corridor trading targets by each mode of transport (i.e. road, rail, pipeline, air etc.) and by timeframe (2016, 2021, 2026, and 2031).

Collaborate, educate, create partnerships and build capacity along the northern sections of the corridor. Need to have a strategy to include Federal, State and Provincial Governments and involve industry and business groups (e.g., STEP, National Trucking Association, REDAs, etc.). Senior level of governments need to be encouraged to reward those groups involved in collaboration, education, partnerships and capacity building.

Work with CBP & CBSA to improve border service levelsiv and ensure security. Need ongoing communications about freight movements and trade. Need to respect differences and embrace similarities on both sides of borders and respect each other. Trade promotion and border security need a common language.


A corridor of national significance must have common corridor programs, regulations and permitting. Use New West Partnership Agreement (Saskatchewan, Alberta and British Columbia) as a template to implement standardized regulation and movement of goods north/south.

All levels of government (local, state, provincial, federal) need to have an understanding of the importance of transportation and infrastructure planning and have better control. Need to create an awareness of the value of the north/south corridor assets.

Other infrastructure is also important, telecommunications, highway and border technology, etc.

How can the region’s communities, like Swift Current, develop something related to their transit network and location advantage to promote North/South movements?

StrategiesandWorkPlans

The planning session attendees spent most of the second day developing the following working

plans for each of the strategies.

GOAL:DEVELOPNORTHERNBUSINESSCASEFORCORRIDORThe goal is to “establish a strong business case to the affected governments within the Ports‐to‐

Plains economic region that raises the priority of the trade relationship in terms of

transportation and economics.”

Strategy A: Development of Northern Business Case for Ports‐to‐Plains Corridor

Timing Implementation Partners Leaders

1. Gather existing data setsv for PtoP economic region that addresses transportation and economic needs

ST Community Futures SW


Eastern Alberta Trade Corridor

SWTPC

State and Provincial Governments

Local Governments

Economic Development Organizations

Chambers of Commerce

Business & Industry

John Parker

Monty Salberg,

2. Test the data with governments and other organizations

ST

3. Gather additional needed data, including urban and rural benefits

ST

4. Finalize the business case MT

5. Develop a marketing & communications plan for the business case

MT


Timing:

Short Term is within 6 months

Medium Term is 6 to 12 months

Long Term is 12 to 18 months

GOAL:BUILDNORTHERNWORKFORCECAPACITYANDPROMOTEEDUCATIONAL/BUSINESSEXCHANGESThe attendees identified the need to build the capacity and capabilities of the Northern

Working Group through partnerships and collaboration with municipalities, economic

development agencies, and senior levels of government and so on. This strategy also includes

developing educational exchanges and business exchanges, as well as internships to foster

greater understanding of issues and solutions along the corridor from Mexico to Canada.

Strategy B: Collaborate, educate, create partnerships and build capacity


1. Develop a list of potential partners and stakeholders, understand their needs and find common interests. Define criteria for partnering. Identify benefits

ST Higher Education including Universitiesvi, Community Colleges and Trade Schools

State and Provincial Elected Officials

State and Provincial Government Staff

Local Governments

Economic Development Professionals


Transportation Associations

Theodore Roosevelt Expressway Assoc.

Highway 2 Assoc. (Montana)

Wild Horse Border Committee

Len Mitzel

Bruce Anderson

2. Invite partners to meet and discussion common issues and develop joint actions

ST

3. Start process over and expand partnerships and networks

MT

Strategy C: Advocacy Process for Federal, State and Provincial Governments with Partners

1. Examine and create an advocacy process and plan with partners. Learn from best practices

ST

2. Initiate advocacy plan

MT

Strategy D: Create an education plan to support Ports‐to‐Plains economic objectives

1. Create linkages with HEIs along the corridor

ST

2. Identify opportunities for internships and faculty/student exchanges

MT

3. Develop MOUs between institutions and partners

LT

GOAL:IMPROVEBORDERSERVICESANDSTANDARDIZETRANSPORTATIONREGULATIONSALONGCORRIDORThe attendees felt strongly that border services need to be improved in both hours and

streamlined regulations. There is a distance of 600 km (373 miles) between the 24 hour border

crossing at Raymond/Regway (eastern Saskatchewan) and the next 24 hour port at


Sweetgrass/Coutts (Alberta). Therefore, southwest Saskatchewan and eastern Alberta have

limited crossing hours, which negatively impacts commercial and personal travel.

It was also identified that the lack of uniform regulations along the corridor and between

countries resulted in inefficiencies, higher transport costs and delays. These are significant

barriers to trade and economic development.

Strategy E: Improve Border Hours and Commercial Access Along US/Canada Border


1. Establish task force committee on border issues and security

By Nov. 15th

Municipalities


Ports‐to‐Plains

Economic Dev. Associations

Government staff

Elected Officials

CBP

CBSA

RMCP

Federal Elected Officials


Highway 2 Assoc. (Montanan)


Tim Cheesman

Bob Sivertsen 2. Organize a joint meeting with CBSA and

US CBP for early 2013, after US election a. Invite Border officials,

provincial/state officials and industry to discuss issues and solutions

b. Discuss US/Canada Security Perimeter Agreement and border consultation plans

Invitations by Jan 10th

3. Advocate for joint facilities at border crossings

MT

Strategy F: Develop common corridor transportation programs, regulations and permitting 1. Advocate that States and Provinces adopt

standardized regulations and permitting using the New West Partnership as an Agreement

MT


GOAL:PROMOTETHEVALUEINCOORDINATEDINFRASTRUCTUREPLANNINGANDINVESTMENTANDIMPROVINGTHEUSEOFTECHNOLOGIESALONGTHECORRIDORANDCONNECTINGHIGHAYNETWORKSThe participants felt governments needed to better understand that benefits of the trade

corridor and value associated with improving highway, telecommunications and other

supporting infrastructure. Also, attendees from the Swift Current area want to explore the

benefits of developing a transportation logistics hub in the area to support economic growth

and trade.

Strategy G: Encourage Saskatchewan membership in Ports‐to‐Plains


1. Solicit Provincial Ministries, local governments, industry and other organizations to jointly contribute to PtoP membership

Higher Education including Universities, Community Colleges and Trade Schools

State and Provincial Elected Officials

State and Provincial Government Staff

Local Governments

Economic Development Organizations, Regional and Local

Chambers of Commerce


Eastern Alberta Trade Corridor



Highway 2 Assoc. (Montanan)


Dan Martens

Ervin Carlier

Strategy F: Investigate the feasibility of establishing a transportation logistics parks in participating communities including the Swift Current area.

MT


ListofAttendees

FACILITATORS Mark Lemmerick, Vice President, Global Transportation Hub

Dave Stewart, Senior Business Consultant, McNair Business Development Inc.

First Last Title Company City St / Pr

Nicholas Anderberg LBPA U.S. Customs and Border Patrol Scobey MT

John Andersen Economic Dev Officer Lloydminster EDC Lloydminster SK

Bruce Anderson Director Centre for Management Development, U of Regina Regina SK

Faisal Anwar Economic Dev Officer City of Yorkton Yorkton SK

Ervin Carlier Saskatchewan Co‐Chair

North/South trade Corridor Committee "Crossing the

Medicine Line" Val Marie SK

Tim Cheesman Project Manager Moose Jaw ‐ Regina Industrial Corridor Initiative Regina SK

Sharon Dickie Mayor Town of Shaunavon ‐ SWTPC Shaunavon SK

Wayne Elhard MLA Cypress Hills Govt Saskatchewan Eastend SK

Jordan Gaw Manager Saskatchewan Trade & Export Partnership Regina SK

Larry Hiles CEO Regina Regional Opportunities Commission Regina SK

John Hopkins Chief Executive Officer Regina & District Chamber of Commerce Regina SK

Alan Hyland Chair Palliser Economic Partnership Bow Island AB

Joe Kiely Vice President Ports‐to‐Plains Alliance Limon CO

Cal Klewin Executive Director Theodore Roosevelt Expressway Association Bowman ND

Trevor Koot President Swift Current & District Chamber of Commerce Swift Current SK

Mike Makowsky Ministry of Highways and Infrastructure Regina SK

Dan Martens City Councillor City of Swift Current Swift Current SK

Lisa McIntyre Regina Chamber of Commerce Regina SK

Tim McMillan Minister Responsible for Energy & Resources Government of Saskatchewan Regina SK

Russ McPherson General Manager MidSask CFDC Outlook SK

Dwight Mercer Principal DGMercer Eco Research Regina SK

Len Mitzel Eastern Alberta Trade Corridor Etzicom AB

John Parker General Manager Community Futures Southwest Swift Current SK

Ryan Rath Border Patrol U.S. Customs and Border Patrol Plentywood MT

Michael Reeves President Ports‐to‐Plains Alliance Lubbock TX

Matt Robinson RCMP Regina SKLaura Ross MLA Regina Qu‐Applle Valley Government of Saskatchewan Regina SK

Barry Rudd Mayor Town of Maple Creek, SK Maple Creek SK

Marty Salberg Director of Business Development City of Swift Current Swift Current SK

Bob Sivertsen President Hwy 2 Association Havre MT

Warren Steinley MLA Regina Walsch Acres Government of Saskatchewan Regina SK

Marilyn Steranka Principal Steranka Special Projects Regina SK

Carol Thomson Economic Development Officer Paintearth Economic Partnership Society Castor AB

Elroy Trithardt General Manager Community Futures East Central Broadview SK


ENDNOTES

i The Province of Manitoba, including the City of Winnipeg (railway and air cargo hub), should be included in future discussions. ii The statistical tables presented by Joe Kiely need to be sourced, referenced and verified. In addition, the data needs to be simplified and broken down by mode of trade and also direction of trade. This information must be able to clearly illustrate the opportunities and the obstacles to both the general public and the political decision makers. Mode of trade should include the following: (1) trucking, (2) railway, (3) pipeline, (4) air cargo, and (5) other. The data sets should also show trends in trade levels for a least ten (10) years to partially compensate for short‐term corrections in trade. This type of data also needs to be uniform for Mexico, the United States and Canada in terms of definitions.

iii "Other infrastructure" must include all forms of transport including railway, pipeline and air cargo. Trucking is generally feasible for distances under 500 miles and therefore becomes more of a local regional issue rather than a trans‐continental issue. The PTP Corridor is not feasible to all parties if it is restricted to only truck/highway transport.

iv A survey of transport businesses is needed to identify specific border crossing issues and then also quantify these issues. Without specific documentation, any discussions on improving border services while maintaining the American interests in national security will remain vague and largely unresolved.

v Some examples of specific data sets could include the following:

Road/bridge capacity (weight and dimension restrictions) from Texas to Regina, Winnipeg, Calgary and Edmonton

Railway/bridge capacity (weight and dimension restrictions) from Texas to Regina, Winnipeg, Calgary and Edmonton

Air cargo capacity(weight and dimension restrictions) from Texas to Regina, Winnipeg, Calgary and Edmonton

Pipeline types and capacity

Identification of aging infrastructure likely to affect transport over the next 5‐25 years

Logistical support nodes for North‐South road and railway product movement (truck stops, engine/tire repair facilities, railway yards etc)

Locational and logistical benefits by mode of transport of the PTP Corridor

Locational and logistical "bottlenecks" by mode of transport negatively affecting the PTP Corridor

Mapping of the positive logistical benefits within the PTP Corridor

Mapping of the negative logistical gaps within the PTP Corridor ‐ notation on logical solutions

Mapping of the "Preferred Future" by 2016, 2021, 2026 and 2031

Listing of all Chambers of Commerce/Boards of Trade for all municipalities within the PTP Corridor

Listing of all transport‐related government ministers/representatives by province/state within the PTP Corridor

Listing of the 100 largest businesses by province and state within the PTP Corridor

Listing of all post‐secondary research institutions by province and state within the PTP Corridor

Preliminary data collection on a strategic road, railway, air cargo and pipeline system for the PTP Corridor

vi Include the "Canadian Plains Research Institute" from the University of Regina and also research other specific research institutions within the PTP Corridor. A moderate amount of "free" research can be obtained from graduate studies. Also, the University of Nebraska has just published "The Atlas of the Great Plains" which provides a great deal of descriptive geographic information of immediate use to the PTP Corridor.

ports-to-plains alliance northern working group strategic plan october 2012

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