THE CAPPUCCINO CONUNDRUM

Nowhere have the issues been more graphically highlighted than at the port of Sydney where the working berths at Darling Harbour and White Bay are now all but out of place in a residential, retail, tourist and commercial precinct. In announcing an end to the leases on the Darling Harbour and White Bay container and general cargo berths in Sydney Harbour by 2006 and 2007, the NSW Government has accepted that the long-term future of the port will not sustain a working harbour.

A GLOBAL ISSUE At the Port of Fremantle, the re-development of land abutting the port for residential and recreational use, threatens to constrain the future capacity of the inner harbour unless carefully managed.

Residents who share the peninsular with the port express a raft of concerns from the controversial area regional strategy for Fremantle Rockingham, to the management of ballast water and coastal zones, the private port proposal for Cockburn Sound, the Eastern Bypass and live sheep holding pens at James Point - all serious area of conflict. Residents and visitors to James Point understandably resent sharing their outdoor dining experience with the odours coming from the sheep holding pens. And this conflict highlights the planning issues facing the ports sector worldwide. At the port city of Busan, for example, urban and topographical pressures similar to those at Fremantle, are causing extreme congestion along the land corridors between the port city and Seoul.

Meyrick's md, Steve Meyrick, says Bangkok represents the extreme end of urban port congestion. The Port Authority of Thailand has now capped container traffic at one million per annum to prevent further growth at the port and promote growth at the deep-sea port at Laem Chabang.

Longer-term planning issues could be neglected in the day-to-day operations of ports, a point which concerns Meyrick who points out that under some models of port ownership it is not clear how much responsibility the owners are taking for long-term planning. The cappuccino conundrum is just one of many planning issues that should be occupying the minds of port owners. "Other factors relate to how port owners address increasingly stringent environmental controls affecting air and water quality, noise regulations and transport and traffic access to ports".

Ports planning should also take into account that ports may be important historical entities. Neil Aplin is a former executive director, Ports and Marine, in the Victorian Government. He says Melbourne's Station Pier is an example of a waterside place that holds important historical associations for people. For the many immigrants who disembarked at Station Pier, it has important social significance.

"Station Pier is a symbol of the hopes and aspirations of many postwar immigrants. It was a gateway out of one life and into another. It was a first landmark, a first association with their new homeland, and it continues to be a place that people return to with nostalgia."

MORE THAN A SUPERMARKET Economist Dr Denis Lawrence says the economy of a port is unique: "A port is not like a supermarket for instance. It's far more complicated than goods in/goods out. Ports are uniquely placed at the transport hub, requiring interactivity with water, road, rail and air transport. Their users may be local or international, recreational, tourist or commercial.

There's a huge amount of interactivity." He cites the Vancouver Port Authority as a good example of a pro-active port owner.

Vancouver Port Authority (VPA) shows its concern for community issues by involving its community from the earliest age. Salty Sam the Seagull, the ports' mascot, welcomes youngsters visiting the port on educational outings. Port 2010 outlines the port's long-term land use strategy and makes available to the community such information as its environmental appraisal procedures, project review and building permit processes.

When VPA received a proposal to construct a concrete batch plant on port land adjacent to a residential area, it appointed a Project Advisory Committee to throw open the proposal to community scrutiny. As a result of community input, the committee found the proposed land use unacceptable in terms of its effects on noise, traffic and air quality. The batch plant "? could have subtle but lasting negative effects on the integrity and cohesiveness of the residential community that exists in the neighbourhood", the committee found.

The findings were tabled to the VPA with a request that the board, the company and the city, try to find an alternative site.

Finding resolutions to land use conflicts such as this requires skilful leadership. When ports exist on the doorsteps of urban centres, even in regional areas, these issues can arise and often lead to serious conflict. It is essential that ports find out who their community stakeholders are if they are to successfully resolve these issues.

Open engagement with stakeholders is important says Meyrick director, Louise Meyrick: 'Find out who the stakeholders are, and anticipate and understand their needs rather than face confrontation with the community', she advises.

As well as changing the public perception of local ports port managers also need to enrich the life of the community. The world's largest terminal operator, Hutchison Port Holdings, is now funding 'dock school projects' in the UK, putting funding into schools in underprivileged areas.

The robust ports of the future will develop and implement sustainable long-term plans based on environmental, social and financial criteria. Initiatives that build trust with stakeholders and exploit the organisation's position of influence in their community to achieve positive benefits for the wider community, will provide the benchmark for best practice.

Meyrick and Associates has a long involvement with ports and shipping through many maritime studies in Australia, the Asia-Pacific region and beyond. The company provides cross-modal advice to government and commercial clients. Visit www. meyrick. com. au Finding resolutions to land use conflicts such as this requires skilful leadership. When ports exist on the doorsteps of urban centres, even in regional areas, these issues can arise and often lead to serious conflict.

It is essential that ports find out who their community stakeholders are if they are to successfully resolve these issues.

Open engagement with stakeholders is important says Meyrick director, Louise Meyrick: 'Find out who the stakeholders are, and anticipate and understand their needs rather than face confrontation with the community', she advises.

As well as changing the public perception of local ports port managers also need to enrich the life of the community. The world's largest terminal operator, Hutchison Port Holdings, is now funding 'dock school projects' in the UK, putting funding into schools in underprivileged areas. The robust ports of the future will develop and implement sustainable long-term plans based on environmental, social and financial criteria.

Initiatives that build trust with stakeholders and exploit the organisation's position of influence in their community to achieve positive benefits for the wider community, will provide the benchmark for best practice.