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PRESENTATION AT AFRICAN PORTS & MARITIME CONFERENCE SWAKOPMUND HOTEL AND ENTERTAINMENT CENTRE SWAK

PRESENTATION AT AFRICAN PORTS & MARITIME CONFERENCE SWAKOPMUND HOTEL AND ENTERTAINMENT CENTRE SWAKOPMUND, NAMIBIA. CASE STUDY: EASTERN AND SOUTHERN AFRICAN CHALLENGES IN PORTS DEVELOPMENT BY NII NIKOI AMASA (PORT MONITORING MANAGER, GHANA PORTS & HARBOURS AUTHORITY).

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PRESENTATION AT AFRICAN PORTS & MARITIME CONFERENCE SWAKOPMUND HOTEL AND ENTERTAINMENT CENTRE SWAK

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  1. PRESENTATION ATAFRICAN PORTS & MARITIME CONFERENCESWAKOPMUND HOTEL AND ENTERTAINMENT CENTRESWAKOPMUND, NAMIBIA

  2. CASE STUDY: EASTERN AND SOUTHERN AFRICAN CHALLENGES IN PORTS DEVELOPMENT BY NII NIKOI AMASA (PORT MONITORING MANAGER, GHANA PORTS & HARBOURS AUTHORITY)

  3. MAJOR INVESTMENT AND INFRASTRUCTURE PLAN AND PORT CAPACITY: THE CASE OF A GHANAIAN PORT OF TAKORADI • The relationship between ship size and provision of appropriate port infrastructure can be likened to the proverbial chicken and egg debate, Which comes first? Port Infrastructure or Larger vessels with enhanced characteristics? • This presentation will not attempt to take any side of the debate; rather will highlight the evolution of container ship, from the 1st Generation to the 5th Generation, the infrastructure and super structure requirements, as well as the cost of providing them.

  4. MAJOR INVESTMENT AND INFRASTRUCTURE PLAN AND PORT CAPACITY: THE CASE OF A GHANAIAN PORT OF TAKORADI • With a LOA of 135m, a draft requirement of <9m, and between 500TEUs to 800TEUs on board vessels for the period 1956-1970, what became to be known as 1st Generation container ships were born. • The length, draft and carrying capacity of container vessels evolved through Second Generation, Third Generation, and Four Generation to Fifth Generation in the periods shown in the diagram in the previous slide. • As can be seen in the next slide, each generation of vessel came with its requirements, in terms of berth length, draft and total boxes(TEUS) carried on board.

  5. MAJOR INVESTMENT AND INFRASTRUCTURE PLAN AND PORT CAPACITY: THE CASE OF A GHANAIAN PORT OF TAKORADI • Each generational requirement had its attendant costs, not only in terms of superstructure, but also cargo handling equipment like Ship To Shore (STS) Gantry cranes, Shore Gantries and other Equipment, Large tracts of land for equipment and container movement and storage. • With containerization came the deployment of appropriate IT software such as Navis to ensure the quick and efficient movement of containers from vessel to shore and vice versa.

  6. MAJOR INVESTMENT AND INFRASTRUCTURE PLAN AND PORT CAPACITY: THE CASE OF A GHANAIAN PORT OF TAKORADI • Considering the size of investments needed for port infrastructure and the worldwide trend for Public Private Partnership, (PPP) it is suggested that this(PPP) is the way for ports to go to meet the major investment, infrastructure plan and port capacity challenges. • The issue of port productivity is directly related with those of infrastructure and investment.

  7. Public Private Partnership Opportunities in Ghana’s Port Development AgendaGhana Ports and Harbours AuthorityDevelopment of the Port of Takoradi

  8. Development of the Port of Takoradi • The port development agenda for the Port of Takoradi would cover major port infrastructure and superstructure development/expansion aimed at eliminating the inherent inefficiencies currently being experienced, such as draft limitations, double handling of bulk cargoes, narrow quay aprons, etc. and also to meet the emerging oil and gas cluster. • The Project will include the extension of the main breakwater, new quay walls, construction of a jetty and platform for conveyor systems (dry bulk) and pipe corridors for petroleum products, oil berthing facility and substantial dredging and reclamation. • In later phases, the main container terminals and more oil services bases would be developed after the current ore terminal’s operations are re-located to the newly developed terminals.

  9. Development of the Port of Takoradi • Technically, any part of the total development package can be pursued under PPP within the project portfolio. It would however be desirous that for the reasons enumerated below, a distinction be made between the type of funding for basic port infrastructure as distinct from that for superstructure projects. Funding of basic port infrastructure may not be attractive to the private investors because of the following; • They have long gestation periods of between 50-80 years, or more, depending on the structure. • They provide general services rather than specific services to vessels and cargo. • The rates chargeable for uses of these facilities are generally low as they greatly influence overall port costs. • The internal rate of returns (IRRs) of these projects as stand-alone are generally unattractive.

  10. Development of the Port of Takoradi • Ideally, it would be feasible for these infrastructures to be developed using concessionary funding as this has a number of advantages that go beyond the mere provision of the physical facilities but into matters of port organization and management. • For example, by using concessionary loans the port can have leverage on its pricing of related services and facilities used by vessels and cargo. • In addition, by the Port Authority undertaking this funding it can improve contestability where private sector operators are invited to develop, manage/operate the superstructure i.e., terminals and other cargo handling facilities and services.

  11. Development of the Port of Takoradi • The following are listed as PPP opportunities for further development and implementation: • Breakwater Construction and Dredging of Port Entrance Channel and Berths alongside, • Bulk ore terminals’ superstructures and operations, • Oil and Gas Berth (depending on GNPC / Petroleum Authority plans for this sector of port development), • Oil services’ terminals – development and operations, • Utilities services – developments and operations to deliver utilities for operations e.g. fresh water, secured and sustained electricity, waste management, etc., • Container Terminal, • Transit Cargo Sheds – import and export, • Cocoa Sheds, • Truck Parks with Vehicle Appointment Schemes, • Ancillary supplies and services,

  12. Expansion Works • Marine Works: Phase 1 • Dredging access Channels to the new mineral ore jetty to 14m+ • Construct new Ore jetty & Equip • Transfer operation of manganese, bauxite, clinker and limestone to new jetty. • Develop Existing Manganese Terminal into Oil Services Terminal.

  13. Expansion Works • Marine Works: Phase 11 • Dredge Access channels to, at least, 16m Berths • Development New Oil Services Terminal & Container Handling terminal. • Develop major port entry and exit routes

  14. Development of the Port of Takoradi • As presented in the tables in the subsequent slides, these selected opportunities would require detailed studies within their respective multi-stakeholder settings to develop viable PPP schemes within the Port of Takoradi.

  15. SOME COST INDICATIONS FOR SUPERSTRUCTURE DEVELOPMENT

  16. SOME COST INDICATIONS FOR SUPERSTRUCTURE DEVELOPMENT

  17. SOME COST INDICATIONS FOR SUPERSTRUCTURE DEVELOPMENT

  18. SOME COST INDICATIONS FOR SUPERSTRUCTURE DEVELOPMENT

  19. THANK YOU!

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