Port Metro Vancouver's amalgamation represents a unique achievement in the dynamic world of shipping. On Jan. 1, 2008, after nearly 150 years of existing separately, the Fraser River Port Authority, North Fraser Port Authority and Vancouver Port Authority combined to become the Vancouver Fraser Port Authority, now known as Port Metro Vancouver. The amalgamation process included a comprehensive communication plan to support the creation of the new organization.
In June 2006, the Canadian government invited the three ports to examine the concept of port integration. The ports commissioned a report that revealed 79 percent stakeholder support and identified several benefits to combining the authorities, such as improved land-use planning and coordination, more effective gateway marketing, improved operational efficiencies, enhanced financial resources, greater influence and better opportunities for employees, users and communities.
In early 2007, the ports formed the Amalgamation Transition Committee that included board members and the chief executive officer from each port and, in essence, acted as the board of directors for the amalgamation project. To commit project resources and approve the final design of the new organization, this transition committee appointed a steering committee comprising the chief executive officers and executive committee members from each organization. An amalgamation project manager led project planning and amalgamation team coordination.
Some 70 of 200 employees participated directly on 11 blended functional teams that included representatives from each authority working cooperatively toward the same amalgamation goals in a rigorous effort to document commonalities, identify best practices and recommend opportunities for the new port authority. Staff members not directly involved in the amalgamation process kept port business running in the absence of their colleagues.
To address the sometimes-conflicting needs of stakeholders, tenants, customers, elected officials and the general public, the ports provided open and timely communication, offered opportunities for feedback and minimized user disruptions. Together with local governments, the ports developed a municipal engagement model to engage elected officials and serve as the basis for a different relationship with the 16 communities that host port operations.
Internally, the ports kept staff motivated with an incentive plan and several all-staff team-building opportunities. A dedicated amalgamation Web site incorporated an employees-only section that featured regular progress updates, important announcements, key messages from committees and functional teams, and regulatory milestones. The new organizational design reflected a significant effort to find a place for each employee.
In June 2007, Canada's federal government issued a certificate of intent to amalgamate the three ports that triggered a public comment period as part of the communications strategy to actively engage stakeholders and seek their views on the proposed amalgamation. On Dec. 21, 2007, the Canadian government announced the amalgamation of the three port authorities and issued a certificate of amalgamation, effective Jan. 1, 2008.
Port Metro Vancouver is now the fourth-largest tonnage port in North America. But, more importantly, Port Metro Vancouver is much better positioned to optimize the region for customers and constituents, to provide reliable service for users, and to balance economic, social and environmental responsibility for the benefit of all Canadians.
