The Council on Occupational Education has reaccredited The Apprentice School of Newport News Shipbuilding, a division of Huntington Ingalls Industries Inc.
The apprentice school, which has operated for 97 years, has been reaccredited through 2022. The school.
In a letter to the school, the council’s commission executive committee wrote: “The school excels at its primary mission to instruct students to such competency levels essential to success, making them a center for training excellence. The team found that students were enthusiastic about their career possibilities, program progression and continuing education opportunities.”
The school offers four- to eight-year apprenticeships in 19 trades and eight optional advanced programs. Apprentices work a 40-hour week and are paid for time the work in addition to their time in academic classes.
Through partnerships with Old Dominion University, Thomas Nelson Community College and Tidewater Community College, apprentices can earn associate degrees in business administration, engineering and engineering technology and bachelor’s degrees in mechanical or electrical engineering.
A manufacturer of high-performance cutting tools is establishing a North American technology and strategic manufacturing hub in Danville.
KYOCERA SGS Precision Tool Inc. will spend $9.5 million to open an operation in Cyber Park, which is owned by the Danville-Pittsylvania County Regional Industrial Facility Authority. The investment will create 35 new jobs.
The operation will be called the KYOCERA SGS Tech Hub LLC.
Gov. Terry McAuliffe met with company officials during the 2015 Paris Air Show and a 2016 marketing mission in Europe.
“Under the encouragement of Governor McAuliffe, KYOCERA SGS Precision Tool visited the state of Virginia and the city of Danville, where we instantly connected with a location and a population of people that are in the early stages of a renaissance that perfectly aligns with our own internal evolution,” Alan Pearce, CEO of KYOCERA SGS Tech Hub, said in a statement. “…The history of the Danville area and its people, coupled with the high level technical skill development and engineering advancement efforts driving Virginia into an industrial leading position in the future, is the essence of why the KYOCERA SGS Tech Hub is being created in Danville, Virginia.”
KYOCERA SGS Tech Hub has joined the Commonwealth Center for Advanced Manufacturing (CCAM) as an organizing member, the highest level of membership.
“As a strategic supplier to Rolls-Royce and an organizing member of CCAM, we are confident that the company can serve as a hub to attract additional local machine tool operators and suppliers operations to the region,” McAuliffe said.
McAuliffe approved a $200,000 grant from the Commonwealth’s Opportunity Fund, and the Virginia Tobacco Region Revitalization Commission approved $350,000 for the project.
The company is eligible to receive state benefits from the Virginia Enterprise Zone Program. Funding and services to support the company’s employee training activities will also be provided through the Virginia Jobs Investment Program.
KYOCERA SGS Precision Tool, was founded in Ohio in 1951 as SGS Tool Co. and is now a wholly owned division of KYOCERA Corp., which is based in Japan.
“We are excited to forge the next chapter of our future success alongside our new home of Danville, Virginia,” said Jason Wells, chief technical officer of KYOCERA SGS Tech Hub. “The support and investment the elected officials have demonstrated complement the emphasis they have placed into developing a skilled workforce starting at the high school level, networking world class University level engineering programs, and supporting industry changing research at facilities such as CCAM and the Institute for Advanced Learning and Research.”
While it is still searching for a new CEO, the state’s primary business recruitment organization, the Virginia Economic Development Partnership, has implemented a major reorganization plan.
VEDP’s restructuring includes reassignments of some key staffers and the departure of two longtime vice presidents, Liz Povar and Mike Lehmkuhler. Their jobs were eliminated when the restructuring integrated the divisions they headed into a new Business Investment Division that will be led by a yet-to-be-hired new vice president.
The shakeup of the VEDP’s internal operations has been in the making for “a good 18 months to two years,” said interim President and CEO Dan Gundersen, and is designed to keep Virginia competitive with other states.
Nonetheless, the restructuring and loss of two senior staffers caught at least one board member off guard. David Hudgins, a director on the 24-member VEDP board, questions why the change is taking place before a new CEO is hired.
In September, the VEDP expects to begin reviewing resumes from an executive search firm, with hopes of naming a permanent CEO by the end of the year. Asked if he was applying for the job, Gundersen said, “That’s a professional and personnel decision that is between me and the search committee.“
The reorganization, which took effect on Aug. 15, also comes three months before the state’s oversight agency, the Joint Legislative Audit and Review Commission (JLARC), is expected to deliver a report on the VEDP’s operations and performance.
Gundersen emailed a memo to about 800 VEDP officials and partners throughout the state on Aug. 18 and Aug. 23, detailing the reorganization and noting that the first phase of changes includes “new faces and names in some key leadership roles …”
The later email also said that “after many years of service,” Povar, the former vice president for business expansion, and Lehmkuhler, the former vice president for business attraction “are moving on from VEDP.”
Lehmkuhler and Povar declined to comment for this story, but Povar confirmed her last day was Aug. 26. Povar, 63, had worked for the VEDP for 21 years. Lehmkuhler had worked there for 19 years, according to his LinkedIn profile.
Hudgins said he was not shown a copy of the full restructuring plan until the day it was sent out. “As a business guy, it violates every management principle I was taught in school. Why would they proceed with a reorganization with an acting CEO is beyond me. I asked the same questions of the leadership …. earlier this year.”
Hudgins said he had gotten calls from other board members asking, ‘Why is this being done?’”
Hudgins, director of member and external relations for the Old Dominion Electric Cooperative in Henrico County, said he also was surprised by the departures of Povar and Lehmkuhler. “That’s [40 years] of experience that left the building. Everyone has a different management style, but at the end of the day you need a transition so that knowledge remains in the organization.”
Gundersen said he could not comment on personnel issues other than to say “one of the key challenges and expectations was that we dismantled the separate Business Attraction and Business Expansion divisions.” Asked if any staffers were demoted, he said, “Some staff were reassigned so that we took advantage of their skill sets in the new organization. I believe, in most cases, it was a lateral move. In one case, a promotion.”
Gundersen and recently elected VEDP Board Chairman Dan Clemente described the reorganization as well planned, forward thinking and responsive to concerns voiced earlier this year during a listening tour with more than 100 local economic development officials and others around the state.
“There was a view that VEDP needed to be more proactive and aggressive in its approach to economic development, and that the very structure needed to change to keep up with the times,” said Gundersen, who has been the agency’s chief operating officer since 2014.
VEDP had stuck to “its tried and true approach,” he added. “Other states are cleaning our clock in terms of being nimble and finding new ways to fund their operations so they can take the revenue and funnel it into marketing approaches and get in front of the business clientele from around the world.”
What has emerged, he said — with the full engagement of the board — is a more collaborative, streamlined approach that brings Virginia up to date with approaches being taken by other states. “We integrated services. By doing that we were able to develop teams of professionals around industry sectors critical to our economy. Before you had individual project managers in different divisions that were trying to work on projects,” he said.
Gundersen said the restructuring plan was discussed with the board at its June meeting, which Hudgins did not attend. Also, he said he sent board members a memo on July 14 with a plan of the reorganization that provided the conceptual changes of how the organization would be put in place. All of the information was there, he continued, “but names were not in boxes at that time.” The staff reassignments were included in the organizational chart that Gundersen sent out with his memos in August.
The changes did not require a formal board vote. According to Suzanne Clark, VEDP’s communications manager, the agency’s organizational management is the responsibility of the CEO.
The board is expected to amend its fiscal 2017 operating plan to reflect the structural changes at its September board meeting.
Gundersen said the reorganization — the first of the VEDP since 2012 — was the result of 30-, 60- and 90-day action plans resulting from the listening tour.
Following the tour, Clemente says the group came up with a list of changes it wanted to see in the organization and presented them to Martin Briley, VEDP’s CEO. Briley stepped down on March 10 following a closed session of the board to discuss personnel issues. Gundersen took over as interim CEO the next day.
Clemente, a commercial real estate developer from McLean, conducted the tour earlier this year, while he was vice chairman with then-Chairman Chris Lumsden and Gundersen. Clemente said he chartered a plane at his own expense, meeting with local officials from the economic development community over three days in seven regions around the state.
Armed with feedback on how best to fine-tune the agency, the board wanted to move forward, he said. As for the timing of the reorganization without a new CEO in place, “If we had waited to hire somebody [as CEO], we would have had uncertainty as to how long it would take to make these changes,” Clemente said.
“Then that person would have to spend a considerable amount of time getting a feel for the entity,” he said. “So we’re talking a year and a half going with no changes after we had just been out on this tour. We felt we better have something going on that’s constructive.”
Gundersen said, “It would have been incredibly irresponsible for an organization … after having a listening tour in January to sit on its hands and let one part of the moving process dictate the whole. The board did not do that.”
Clemente said much of the feedback on the tour came from officials in rural or lower-income regions who felt they weren’t getting enough attention. Clemente said rural regions often got left behind as VEDP tried to meet job and investment targets. “If you are focused just on metrics, then there are other parts of the state that go hurting. For example, the coal country, the Valley.”
Barry Matherly, president and CEO of the Greater Richmond Partnership, said the changes taking place at VEDP reflect concerns expressed by Central Virginia economic development officials during the listening tour.
“Some of the major comments were that they needed to get more back to a cluster-focused business attraction approach, which the new structure does reset, and that’s how VEDP used to be until about three years ago,” said Matherly.
Economic development officials often target specific industries where they have had success in attracting new businesses. For example, he said, the Richmond area does well in the food and beverage category, having recently announced major investments and job creation commitments by Stone Brewing and Niagara Bottling.
“It’s a very smart way to target your resources and try to ensure a higher success in recruiting businesses by using a targeting structure,” said Matherly.
The new structure reflects these sentiments, creating industry-based teams and putting more emphasis on business recruitment efforts in distressed areas.
The reorganization creates three new divisions. The Business Investment Division will include three broad industry teams: products, services and technologies. Vince Barnett, vice president of communication and promotions, is serving as the interim vice president.
The new structure also creates a Competitive Initiatives Division. It will focus on providing help to all of Virginia’s regions, especially rural communities and distressed economic areas. The vice president of this division has not yet been named.
A new Workforce Development Division will build on the VEDP’s Virginia Jobs Investment Program. Tim Stuller, formerly a managing director in the Business Expansion unit, will be vice president of the division.
VEDP’s international trade division will be spun off next April as the Virginia International Trade Corp. As a separate state agency, it will house the state’s export-assistance programs. A CEO for that organization, which will be a gubernatorial appointment, is scheduled to be named in December. Paul Grossman, the longtime vice president of international trade for VEDP before the restructuring, is expected to be in the running for the new top job.
Described as phase one of a reorganized structure, Gundersen said in his memo that changes were the results of “hundreds of hours of review and analysis by and with our board, staff, key stakeholders, independent management consultants and public officials over the better part of this calendar year.”
General Assembly members including Del. Chris Jones, R-Suffolk, and Del. Kathy Bryon, a Republican representing the Lynchburg area, called for a review last fall of state economic development incentives and the way they are administered.
VEDP came under scrutiny after Virginia paid $1.4 million in incentives to a Chinese company, Lindenburg Industry. The company failed to keep its pledge to invest $113 million in opening a factory in Appomattox and creating more than 300 jobs. A series of stories first reported by The Roanoke Times raised questions about VEDP’s vetting process for the project.
In a January Roanoke Times article on the failed deal, Briley defended the organization's track record. Since 1992, 25 of the 629 companies that received money from the Commonwealth’s Opportunity Fund have been asked to repay incentives and did not, Briley told the newspaper. That equated to a loss of $5.87 million out of total grants that were nearly $230 million. And in all but four of those cases, Briley said, the money had been spent on assets such as worker training or infrastructure.
VEDP has made JLARC aware of its operational changes under the restructuring, said Drew Dickinson, principal legislative analyst for JLARC. The purpose of JLARC’s report, scheduled to be ready in mid-November, is to evaluate VEDP’s operations, the effectiveness of its initiatives, its accountability structure, coordination with local and state economic development entities, and structures and approaches used by other states.
A second phase of VEDP’s reorganization is expected to be announced this fall. Phase II will focus on improving operational units of the organization, such as human resources and legal functions.
Next year, all of Virginia’s harbor pilots will undergo specialized training in Louisiana. The purpose behind the out-of-state trip is to gain skills in handling the next class of immense ships expected to visit Hampton Roads’ ports.
These mammoth ships, seven feet wider than a football field and nearly as long as the Empire State Building is high, are capable of handling 40 percent more cargo than the largest container ships now calling on the Hampton Roads harbor.
“[These training centers] have scaled-down models like the real ship,” says Bill Cofer, president of the Virginia Pilot Association. “The pilots actually practice on a lake that has a contour very similar to our actual port, so it simulates how the ship would react in the channels.”
Harbor pilots, who guide commercial ships from the Atlantic Ocean through the region’s channels, undergo extensive training and continuing education to ensure they can safely navigate these massive vessels through Hampton Roads’ harbors.
Cofer thought the harbor’s 45 pilots wouldn’t need additional training for three or four years. Yet now he’s fielding calls from shipping lines who say Virginia’s ports could see ships with a cargo capacity as large as 14,000 twenty-foot equivalent units, known as TEUs, as soon as late 2017 or 2018. Today the largest ships visiting the port can carry about 10,000 TEUs. (TEUs are a standard size in containerized shipping. Two TEUs is the equivalent of about one normal truckload.)
“When we were preparing for 8,000 and 10,000-TEU ships to visit the port, everyone told us they wouldn’t come to Virginia and they did,” says Cofer. “Now we’re hearing the same thing about 14,000-TEU ships. And we know they’re coming because the shipping lines are asking us about bringing them.”
In late June, the long-awaited Panama Canal expansion officially opened with much fanfare. The $5.4 billion project expanded the locks of the canal and added a third lane, tripling the size of the container ships that can pass through its locks.
Now, 14,000-TEU ships can use the canal, and some industry experts think that could mean bigger ships and more cargo are headed for the East Coast.
Ports along the Eastern seaboard have spent millions preparing their channels and infrastructure to handle the larger ships that would traverse the canal. In a horse race among the ports, Virginia lost its edge as the deepest on the East Coast. It is now tied with ports in New York, Miami and Baltimore, which offers a 50-foot depth at one berth. Charleston is in the early stages of a project to dredge its channels to 52 feet.
But the shipping industry is heavily in flux, leaving experts guessing whether the expanded canal will have the impact anticipated by East Coast ports. Shipping capacity continues to outpace demand, and shipping lines are merging and creating alliances in an effort to save money.
In Virginia, port officials have long believed that the canal’s widening would not suddenly bring a flood of new, larger ships. In fact, many big ships already are calling on Virginia’s marine terminals, traveling from Asia through the Suez Canal.
Nonetheless, many signs — like the shipping lines contacting the pilots — now point to a positive, long-term effect in Virginia from the canal’s expansion, particularly when international trade rebounds.
In preparation, Virginia is expanding its terminals, working on landside improvements and studying whether to dredge its channels another five feet — again giving it the distinction as the deepest port on the East Coast.
“Every port on the East Coast will take a certain degree of traffic from the Panama Canal, but the question of how much is very much up to the discretion of individual ports that are really in a good position to increase their competitiveness,” says Peter Ulrich, a managing director and partner with The Boston Consulting Group. It conducted a study showing East Coast ports likely would benefit from an expanded Panama Canal.
It looks like even bigger ships are coming. Is Virginia ready?
Short-term shift/long-term gain
Just two weeks after the Panama Canal expansion opened, Virginia saw the largest ship ever to reach its terminals. Mitsui O.S.K. Lines Ltd. launched the first Neo-Panamax vessel to transit the expanded canal in a new service rotation connecting ports in China and South Korea with New York, Norfolk and Savannah.
The MOL Benefactor, a 10,100-TEU ship, began calling at the Port of Virginia as part of a weekly rotation that includes ships as big as 10,300-TEUs. Previously, the largest ships Virginia handled were 9,600 TEUs.
“We have been handling the larger ships for quite some time, those that have transited through the Suez Canal,” says Art Moye, executive vice president of the Virginia Maritime Association. “The expanded Panama Canal opens up additional opportunities because some of the carriers will find an all-water service to the East Coast could be more economical than … calling on the West Coast and having the East Coast cargo [transported by rail].
“It definitely opens up opportunities for us, but I think a lot of people were anticipating a huge tidal wave of cargo and ships on the day it opened,” says Moye.
The global container industry has been facing sluggish growth, and so East Coast ports are unlikely to see a huge short-term surge. The Port of Virginia itself saw only a 1.1 percent growth in the number of TEUs it handled in the first seven months of 2016, a drop from the 10 percent growth it saw the previous year.
In the short-term, there are signs the expanded canal is shifting trade patterns.
Maersk Line, the world’s biggest shipping line, already has shifted one of its services visiting the East Coast ports of Newark, Norfolk and Baltimore through the Panama Canal. The change will shorten transit times between the East Coast and Far East Asia, possibly by close to a week, according to the Journal of Commerce. The service, however, already was visiting the Port of Virginia.
In addition, more shippers are using the Panama Canal for its all-water routes between Asia and the U.S. — and that could be a good sign for the future of East Coast ports. In July, the Panama Canal already was the leading route for all-water container services between the Far East and the East Coast, capturing 57 percent of the market share, according to maritime industry analyst Alphaliner, compared with 48 percent at the beginning of the year.
Long term, the expanded Panama Canal could have a profound impact on East Coast ports, according to a 2015 study by The Boston Consulting Group and the transportation company C.H. Robinson. The study found that the expanded canal could shift as much as 10 percent of container traffic between East Asia and the U.S. from West Coast to East Coast ports by 2020. A shift of that size would be double the cargo volume the ports of Savannah and Charleston are handling now, the study points out.
The study found the three ports most likely to see a positive effect are the biggest on the East Coast: New York, Georgia and Virginia. And as shipping lines move to larger and larger ships, ports with deep channels, such as Virginia, should benefit in the long run.
Also important for Virginia, the study concluded that “the battleground on which U.S. ports compete with one another for customers will likely expand and move several hundred miles west, toward Chicago and Memphis.”
That’s a key advantage for Virginia, which competes mostly on its rail connections with the Midwest since the population in its direct market, Hampton Roads, is smaller than many of its East Coast rivals.
Virginia’s port terminals have access to two major railroads: Norfolk Southern Corp. and CSX Corp. Since 2010, Norfolk Southern has provided double-stacked container train service to the Midwest, and CSX hopes to offer similar container service on one of its tracks by the end of the year and other tracks by 2018.
“We have extraordinarily good rail service,” says John Milliken, chairman of the Virginia Port Authority Board of Commissioners. “We have the largest proportion of our product moving by rail of any other port on the East Coast, and that’s a good thing.”
Virginia could see another big break once the raising of the Bayonne Bridge is completed by the end of next year. The bridge, which connects Bayonne, N.J., and Staten Island, currently blocks some big ships from visiting the Port of New York/New Jersey’s busiest terminals. Most shipping rotations visit multiple ports on the East Coast, particularly the populous New York region, so raising the bridge could create new opportunities for Virginia.
“One of the hang-ups, of course, is the Bayonne Bridge still needs to be raised,” says Mike Coleman, president of CV International, a freight forwarder based in Norfolk.
Coleman predicts carriers will deploy larger ships to the East Coast in a slow, methodical shift. “The carriers are going to continue to move toward larger ships,” says Coleman. “They need to. The bigger the vessel, the lower the [transportation] cost for each container, and they need to find ways to reduce costs.
“It’s not going to happen overnight. I think the carriers are going to be very pragmatic in the deployment of these larger vessels.”
Virginia prepares
Virginia faces the same difficulties confronting most ports today — congestion at the terminals and on the surrounding roads. Bigger ships dump a larger number of containers at terminals at one time.
To prepare for growth, the commonwealth is making a historic investment in the port. The General Assembly and Gov. Terry McAuliffe agreed this year to issue $350 million in bonds to pay for a major expansion at Norfolk International Terminals (NIT), the port’s largest terminal. The expansion will increase NIT’s capacity by 46 percent. “In recent years, we had not maintained a level of investment in our facilities that we should have, and this sends a message to the global shipping world that Virginia is definitely serious about being a major player as far as East Coast ports are concerned,” says Moye with the Virginia Maritime Association.
Construction is expected to begin on the three-year project this fall, which will allow container stacks at NIT to be higher and denser.
The port also is planning to expand the privately owned Virginia International Gateway (VIG) terminal in Portsmouth, which it currently leases. VIG and the port are involved in ongoing negotiations to lengthen the port’s lease of the terminal. “It’s quite a complicated deal when you’re talking about a major change in the lease terms and a significant, roughly $320 million new investment by the private owners,” says Milliken. “We’ve agreed on an overall term sheet, but like most major economic business deals, there are details that one has to work through, and we’re not quite there yet.”
Another congestion relief project is construction of a new gate complex. It will provide 26 new lanes, doubling the gate capacity at NIT. The complex is scheduled to open this fall, and will eventually tie into an Interstate 564 connector, keeping trucks off the frequently busy Hampton Boulevard in Norfolk.
Motor carriers have advocated a gate complex at the port’s north end for years, says Frank Borum, president of Tidewater Motor Truck Association. The project “should help eliminate bottlenecks at this main gate when trucks back up. It’s definitely going to help, but there’s still a question of whether or not it will help during rush hour.”
Another challenge is ensuring trucks can move containers from the terminals efficiently. Hampton Roads, an area that has long been plagued with traffic congestion, finally has received regionally dedicated transportation money under a new state law. The Virginia Department of Transportation has begun a number of projects in the region, including expansion of Interstate 64 on the Peninsula.
VDOT in early August released an environmental impact study and cost estimates for plans for four water crossings. Creating an additional water crossing is seen as vital to tackling the region’s traffic problems. “As far as the competitiveness of the port, I think we’re positioned pretty well, but we just need to work on our infrastructure around the harbor,” says Borum. “I think it will be good for the port if they will be able to increase volumes 46 percent at NIT, but you’ve got to have the roads and rail to get it out of the port.”
The port is exploring new ways to move cargo out of its terminals. Earlier this year, the port signed a 40-year lease at the Port of Richmond — now called Richmond Marine Terminal. The port also is making investments in the river terminal and has expanded the barges hauling containers from Hampton Roads to Richmond.
The port is pitching the Richmond terminal’s advantages to overseas shipping lines. The facility reduces “some of the surface transportation uncertainties of coming out of Hampton Roads [such as traffic jams],” says Milliken. “That will be of growing importance.”
The port authority also is considering additional river terminals or inland ports, such as its intermodal transfer facility in Front Royal.
Going deeper, wider
Perhaps the most significant undertaking includes plans to dredge the Port of Virginia’s main channels to 55 feet.
That depth would give Virginia an edge over other East Coast ports, officials say. Not only would the project allow Virginia to reclaim the status of being the deepest port on the East Coast, but it also would be more likely to be chosen as a “first-in” or “last out,” port, because it could handle massive ships when they are fully laden. “The deeper you are in the channel, the more likely you are to get the heavily laden ships,” says Milliken. “If you’re the first or last port of call, [the ship sits] lower because [it has] more cargo.”
The project also would widen part of the channel to about 1,400 feet at certain places to ensure the port maintains two-way navigation. “It definitely is a game changer for our port from our standpoint,” Moye says of the project.
Dredging to 55 feet and widening the channel would help Virginia ensure it could handle the next class of ships. The channel mostly would need to be widened along a 6- to 8-mile stretch from the Chesapeake Bay-Bridge Tunnel to Thimble Shoal Light, a lighthouse in the Chesapeake Bay. “We’ve done a lot of simulation on the next class of ships,” says Cofer. “The 14,000-TEU ships will require one-way navigation at that stretch because simulations have shown the interaction of ships to be problematic. It’s challenging, but it’s the prudent thing to do to protect the waters of the commonwealth.”
A potential bottleneck could hinder schedules at the busy port, which also hosts naval vessels and a wide variety of non-containerized cargo. Virginia’s channels actually compare well with other East Coat ports, whose channels are shallower or narrower. “We’re sharing these issues because these ships are so mammoth,” says Cofer.
The port received congressional authorization in 1986 to dredge its channels to 55 feet. At first, however, only the outbound channel was dredged to 50 feet because of budgetary concerns. That project was primarily done to accommodate massive coal exports from Virginia harbors. At that time, the largest container ships in the world carried 3,000 to 4,000 TEUs. The inbound channel eventually was dredged in the mid-2000s to accommodate the growing size of container ships.
Now the Port of Virginia and the Norfolk District of the Army Corps of Engineers are jointly paying $3 million to re-evaluate the economics and engineering aspects of dredging to 55 feet. The study should be completed in June 2018.
Under the study, the corps will analyze whether the channel could be dredged even further, says Richard Klein, program manager at the Army Corps of Engineers. “We’re looking at the economics and benefits of dredging incrementally from 54 to 58 feet,” says Klein.
Dredging the main channel is estimated to cost $300 million to $400 million, a cost that would be shared equally by the state and the federal government. The project timeline would include about two years for engineering and three to five years for construction, according to Klein. But the timeline also would be dependent on congressional funding.
Cofer says it makes sense for the federal government to invest in dredging at the Port of Virginia. “If you’re doing an objective comparison to all the other ports, our dredging needs and dredging costs are much less,” says Cofer. “In New York, you’re blasting rock … In Hampton Roads you’ve got good clean sediment, and it’s relatively inexpensive compared to everywhere else.”
A potential ‘gold mine’
An important — but less publicized — part of the dredging project includes efforts to dredge the Southern Branch of the Elizabeth River.
The port and the Corps of Engineers are spending another $3 million to study efforts to dredge part of the Southern Branch from 40 feet to 45 feet and other areas from 35 feet to 40 feet. The project would cost between $150 million to $200 million. Because of its depths, under the Water Resources Act, the federal government would be responsible for 65 percent of the funding.
The Southern Branch is home to the port’s Portsmouth Marine Terminal — reopened to container traffic last year to help manage congestion — but mostly includes private terminals. These facilities move commodities mostly through bulk — not containerized — cargo. The commodities they handle include wood pellets, grain, salt, minerals and aluminum sulfate.
Like container ships, the size of bulk-cargo ships also are growing, so more channel depth would help these terminals. “There are many bigger ships out there that could use the additional draft on the Southern Branch,” says David Host, chairman and CEO of T. Parker Host, which serves as the agent for many ships serving terminals on the Southern Branch. “The more cargo you can put on that ship, the cheaper the freight rate is. You’re going to be more competitive, selling grain or wood pellets for less.”
In addition, the new depths could attract new investment. “I think the Southern Branch is the gold mine of the port for everything else other than coal and containers,” says Host. “And there’s room for expansion for somebody to come in and make an investment. It’s going to be a lot more attractive if you have 5 feet more of water depending on where you are on the river.”
So far, Virginia’s channel depths haven’t given it a major edge over its East Coast competitors. For example, the ships in the same rotation as the MOL Benefactor also are visiting Savannah, where port depth now is only 42 feet.
Cofer, however, points out that a few years ago, large ships were coming in almost full, requiring a draft of 49 feet and three inches of water. That means, he says, going deeper will help the port keep up with the growing size of container ships.
“If you look at the global fleet, and what’s being built in the shipyards around the world, this is the future,” says Cofer. “This is going to be transitioning the ports of the world.
“I really believe when we look back in 10 or 15 years, we are going to recognize that we were living through this period that was unlike anything we’ve seen in recent history with the explosion of the size of ships and the maritime community trying to respond to it.”
The Virginia office of Digital Benefit Advisors in Richmond has changed its name to OneDigital Health and Benefits.
The new identity follows the rebranding of its parent company, formerly known as Digital Insurance.
OneDigital is a 16-year-old national company with 35 advisory offices throughout the country.
Chris Schutt is the managing principal of the Virginia office.
OneDigital has 800 employees throughout the country, serving 35,000 companies. It works with
275 major brokers and manages nearly $4 billion in premiums.
The Atlanta-based company has been named to the Inc. 5000 List of fastest-growing companies in the U.S. every year since 2007.
BMC Holdings LLC has purchased a 16,550-square-foot building in Charlottesville for $2.79 million. According to CBRE/Charlottesville, which brokered the transaction, the building at 943-945 Preston Ave. is close to the University of Virginia and the city's Downtown Mall.
Carolyn Shears and Cass Kawecki of CBRE Charlottesville represented the seller, Blank LLC. “The sale and investment in this property represents another step forward for this burgeoning Preston Avenue retail corridor in Charlottesville,” Shears said in a statement.
Commonwealth Commercial Partners LLC, a commercial real estate firm based in Richmond, has reached an agreement with CCP Commercial Real Estate to assume asset and property management responsibilities for CCP’s growing real estate portfolio.
The portfolio of the Virginia Beach-based company consists of about 2.5 million square feet of Class A office and industrial projects in the mid-Atlantic and Southeastern U.S.
“We have developed a strong relationship with CCP, and we are delighted to grow with them in both new and existing markets,” Ken Strickler, president of Commonwealth Commercial, said in a statement. “Their growth trajectory has been impressive, and we are excited to go to work in executing the business plan for the expanding portfolio.”
The CCP portfolio contains 31 buildings located in several markets including Reading, Pa., (near Philadelphia); Virginia Beach, Nashville, Tenn., and Raleigh and Charlotte, N.C.
As a result of the agreement, Commonwealth Commercial said it has opened new offices in Raleigh, Charlotte and Reading. The company's managed portfolio now exceeds 13 million square feet across nine offices in the Eastern U.S.
The Deepwater Marine Terminal at 700 Rosemont Ave. in Chesapeake has been listed for sale for $7.9 million. Norfolk-based Harvey Lindsay Commercial Real Estate said Thursday that it is marketing the 56-acre property nationally to maritime users.
The site offers more than 1,500 feet of shoreline located on a 45-foot channel of the Southern branch of the Elizabeth River. Besides the acreage, it has 55,000 square feet of shop/warehouse and offices.
Harvey Lindsay was given the listing by Harbour Group Management, which is acting as the receiver for the ownership entity.
The listing agents for Harvey Lindsay are Glenn Gibson, Don Goldberg and Bobby Beasley III.
United Bankshares Inc. announced Thursday it will acquire Tysons Corner-based Cardinal Financial Corp., becoming the largest community bank in the Washington, D.C., area.
The all-stock deal is worth $912 million.
United, which has headquarters in Washington, D.C., and Charleston, W.Va., said the acquisition will be its 10th in the Washington area and 31st for the current administration.
“Cardinal is one of the most successful community banks in the country and has a significant presence in one of the best markets in the U.S.A.,” Richard Adams, chairman and CEO of United Bankshares, said in a statement. “This merger aligns perfectly with our longstanding commitment to growth in the D.C. metro area.”
The company will become the 32nd largest bank in the country and will have $20 billion in assets, according to a statement on the deal. Cardinal Bank has 30 branches in Virginia, Maryland and the District of Columbia. United has 129 offices in D.C., Virginia, Maryland, Ohio, Pennsylvania and West Virginia.
United will acquire all of Cardinal’s outstanding shares, exchanging for 0.71 United shares for each Cardinal share.
Both boards of directors have approved the transaction, which is expected to close in mid-2017. The acquisition is pending regulatory and shareholder approval.
Keefe, Bruyette & Woods, Inc. served as financial adviser, and Bowles Rice LLP provided legal counsel to United.
Sandler O’Neill & Partners L.P. served as financial adviser, and LeClairRyan served as legal counsel to Cardinal.
CSC has named Lizabeth H. Zlatkus to the company’s board of directors.
Zlatkus previously worked for 28 years at The Hartford Financial Services Group, , including as chief financial officer and chief risk officer, as well as co-president of The Hartford Life Insurance Cos.
She currently serves on the board of directors at Boston Private Financial Holdings Inc. and Legal & General Group PLC. Zlatkus also serves as development chair of the Connecticut Science Center Trustee Board.
Previously, she served as chair of the Pennsylvania State University Business School board and as regulatory chair for the North American Chief Risk Officers Council.
We use cookies on our website to give you the most relevant experience by remembering your preferences and repeat visits. By clicking “Accept All”, you consent to the use of ALL the cookies. However, you may visit "Cookie Settings" to provide a controlled consent.
This website uses cookies to improve your experience while you navigate through the website. Out of these, the cookies that are categorized as necessary are stored on your browser as they are essential for the working of basic functionalities of the website. We also use third-party cookies that help us analyze and understand how you use this website. These cookies will be stored in your browser only with your consent. You also have the option to opt-out of these cookies. But opting out of some of these cookies may affect your browsing experience.
Necessary cookies are absolutely essential for the website to function properly. These cookies ensure basic functionalities and security features of the website, anonymously.
Cookie
Duration
Description
cookielawinfo-checkbox-analytics
11 months
This cookie is set by GDPR Cookie Consent plugin. The cookie is used to store the user consent for the cookies in the category "Analytics".
cookielawinfo-checkbox-functional
11 months
The cookie is set by GDPR cookie consent to record the user consent for the cookies in the category "Functional".
cookielawinfo-checkbox-necessary
11 months
This cookie is set by GDPR Cookie Consent plugin. The cookies is used to store the user consent for the cookies in the category "Necessary".
cookielawinfo-checkbox-others
11 months
This cookie is set by GDPR Cookie Consent plugin. The cookie is used to store the user consent for the cookies in the category "Other.
cookielawinfo-checkbox-performance
11 months
This cookie is set by GDPR Cookie Consent plugin. The cookie is used to store the user consent for the cookies in the category "Performance".
viewed_cookie_policy
11 months
The cookie is set by the GDPR Cookie Consent plugin and is used to store whether or not user has consented to the use of cookies. It does not store any personal data.
viewed_cookie_policy
11 months
The cookie is set by the GDPR Cookie Consent plugin and is used to store whether or not user has consented to the use of cookies. It does not store any personal data.
Functional cookies help to perform certain functionalities like sharing the content of the website on social media platforms, collect feedbacks, and other third-party features.
Performance cookies are used to understand and analyze the key performance indexes of the website which helps in delivering a better user experience for the visitors.
Analytical cookies are used to understand how visitors interact with the website. These cookies help provide information on metrics the number of visitors, bounce rate, traffic source, etc.
Advertisement cookies are used to provide visitors with relevant ads and marketing campaigns. These cookies track visitors across websites and collect information to provide customized ads.