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This report may not be published nor may it be quoted as repre.senting the Bank's views. The Bank accepts no responsibility forthe accuracy or completeness of the contents of the report.

INTERNATIONAL BANK FOR RECONSTRUCTION AND DEVELOPMENT

APPRAISAL OF THE PORT OF ASUNCION

PARAGUAY

by

George J. Leovy

Consultant

June 1961

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APPRAISAL OF THE PORT OF ASUNCION

PARAGUAY

Introduction

Late in 1960, I was requested by the International Bank forReconstruction and Development to visit the Port of Asuncion for the pur-pose of making a quick study of the organization, management and operationsof the port, determine the traffic potential for the immediate future andto formulate a judgement concerning plans for expansion of the port facili-ties. The terms of reference for my study and report w-rere as follows:

a) Study the organization, management, facilities and operatingprocedures and practices of the Port of Asuncion, as well asthe procedures and practices of the Paraguayan customs authori-ties and of other governmental and private agencies wVhoseduties may affect port operations, and determine what changesare desirable and feasible in order to improve the Porttsoperating efficiency and shorten the turn-around time ofvessels using the Port.

b) Detenrine, to the extent feasible in the time and with thedata available, wthat volume of traffic can reasonably beexpected to use the port facilities during the next fiveyears.

c) In the light of your findings under Paragraphs (a) and (b)above and assuming that recommended operational changeswill have been made, examine the general plans prepared byChristiani & Nielsen and by the "'Direccion General delPuerto de la Capital" for the physical expansion of thePort and its facilities, with the view of determiningwqhether the execution of all or part of these plans inthe near future is necessary in order to provide for theprompt and economical handling of the expected cargo dur-ing the next five years; or if these general plans arenot considered suitable for the needs, suggest changestherein or other more suitable means of accomplishing thesame ends.

PART I.

History and Organization

The existing port facilities at Asuncion were constructed by aprivate New York company in accordance lith the terms of a concessiongranted by the Paraguay Government in October 1927. In December 1940the concession expired and the Port reverted to the Government. At thattime it was agreed that the total indebtedness of the Government to theconcessionaire was US$2,727,000, which was to bear interest at 5JJ and beamortized at the rate of 12 per year.

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Since the Port was taken over by the Government it has been ad-ministered and controlled by a semi-autonomous Administration whose corapo-sition and powers have been changed from time to time by the ExecutivePower.

The present administration, created by decree No. 5,842 of July23, 1959, under the name of Consejo de Administracion de Aduanas y Puertosde la Republica, was established "as a temporary measure"l to carry out thefunctions pertaining, under organic regulations previously in force, to thePorts of the Republic and the Customs Service, until those functions arecombined by law under a unified administration. So far as I know, no stepshave been taken toward promulgating such a unifying law0

The Consejo de Administracion is composed of three full-timemembers appointed by the President of the Republic. As provided by decreeNo. 5,842, the chairmanship of the Council is rotated among the threemembers, for four-month periods. The decree specifies that the Councilshall be assisted by a technical assistant expert in customs and port mat-ters. The three present members of the Council are enthusiastic, upright,hard-working men who are dedicated to their job} but none of them is ex-perienced in modern port operation. They have a "superintendent of customs"under their orders, but the head of the port division has no such status. Acustoms expert lent by the United States is now attached to the Council,who is quite well versed in customs procedures, but he does not profess tobe qualified in marine terminal operation.

Management

It is well known that as a general rule the work of customs andcargo handling do not mix well under the same head. (It works better atAsuncion than one would expect, owing largely to the personal characteris-tics of the Council members). In other ports of this hemisphere, withoutexception, terminal operation has improved greatly w7hen it has been com-pletely separated from custom-house administration. (I would vrenture thatthe customs administration has also improved). One field requires work ofa quasi-legal nature, while the actual work in the other field is largelyphysical, Any tendency to downgrade terminal operations does not help theconcept that good marine terminal administration depends upon continuityof good and experienced leadership. This concept definitely requiresemphasis in Asuncion.

The customs should be limited to its important function of asses-sing and collection duties and prevention of contraband. It should have nojurisdiction whatever in the act of tlIaterials Handling" 1. The Terminal.should perform all physical ;dork in the handling of cargo. It should re-ceive, handle and deliver it to the consignee or to the vessel as the casemay be, making delivery, however, only upon documentary authority of thecustoms house. Tnis would not involve a radical change in Asuncion, aspractically all the physical work is now performed by the Terminal. Thechange Twrould be in making the terminal management independent of customshouse influence in the physical operation of the terminal.

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The responsibility for protecting the cargo against pilferageand damage -would be for the account of the Terminal, as well as deliveryafter customs house approval.

The Properties

The general lay-out of the port is shown in the attached chart.

a) The Pier

The pier is 550 meters long with an apron 10 meters wide. Fac-ing the apron, there are three general cargo sheds (A, B andC) having a total area of 4,,875 meters, and a transit shed forreceiving, treating, and delivering salt. There are also two ad-ministration buildings used for various purposes, includingcustoms, parcel post, air express, and terminal operation.

b) Cargo Sheds

Tle only deposits suitable for general cargo are "All, ItBt" and"C", with a combined area of 4,875 square meters.

I have not been able to reconcile the shed area of 11,400 squaremeters, given in the "Ante Proyecto" folder. The salt deposit is approxi-mately 1,000 square meters. Deposits "'D" and "E" may be completely dis-counted as cargo working sheds on account of the revamping of the admini-stration building.

Height of Water

According to the observations of the hydrographic office, (whosegraphs are attached), the highest water during the period 1913-1932 was onJune 14, 1919, when it reached a height of 7.80 meters. The lowest waterwas during a feuT days in January 1926 when it varied betwTeen plus 0.20meters and plus 0.30 meters. During varying periods of several years thelo,west water was below 1. meter.

During the period 1933/1952 the highest wrater was plus 6.20meters in June 1945. The lowest was ninus 3.15 in October 191-I-. It alsowent below 0 in 1938.

According to advice frori the terminal engineer the bottom of theharbor to a depth of rminus 4 or 5 meters is, with only minor exception, sandsuitable for fill. This conclusion, howiever, requires some further checking.

c) Operations

Unfortunately, the peak arrivals of vessels are not subjectto any better control at Asuncion than at other hemispheri cports. There arc many factors of conflicting interest whichwork against evening out the flow of arrivals; so that from

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from a practical vimwpoint we have to expect considerableover-lapping of arrivals on certain days, and relative slack-ness at other times. Tlae ownership of a large fleet byParaguay might present an opportunity to lessen peaks ofarrivals.

Vessels suffer long delays awraiting berths alongside the pierfor loading and discharging cargo. When berths become available, vesselsfrequently are unable to work all hatches simultaneously. This occurs whenthe berthing space is shorter than the length of the vessel, causing oneend of the vessel to overlap another vessel. Also, when the space is other-wise satisfactory, all hatches frequently are not within crane reach of thecustoms shed platform.

When alongside, vessels are also delayed by slow handling ofimport cargo, and by tallying and weighing. Vessels are also delayed atthe dock awaiting the arrival of export cargo. These delays are so greatthat they are bound to have an adverse effect on freight rates.

During some years, there have been seasonal delays to vesselsbecause of low water and bars in the river requiring unusual draft restric-tions and/or lighterage.

At the dock there are also costly delays to the personnel andtrucks of shippers caused by congestion on the dock apron. This is generallyaccentuated by too many tracks arriving at about the same time. Also, con-signeest tracks and personnel are delayed at the customs shed by obsoletemeitds of handling cargo. (For instance, hand trucks are still used).

The cargo-handling labor appears to be fairly good, willing anddisciplined. At present the dock labor is paid by the hour. On boardvessels the stevedores are employed by the steamship agents, and frequentlyare given "barter contracts" to speed up the work. Presently the "cargohooks" of the vessels are also very badly delayed by the weighing of certaintypes of cargo.

The agents of general-cargo vessels figure on discharging about100 tons of 1,000 kilos. per day. Their estimate is about correct. Thereare several causes of this low tonnage rate. The difficulties can be con-siderably minimized w,ith reasonable steps. Certainly the output can be in-creased by 50% in most cases, and doubled in many cases.

Besides questions of organization, labor methods, system of pay,and lack of modern equipment, there is a definite shortage of berthingspace which at times prevents vessels from lring properly at the pier towork the maximum number of gangs. Vessels frequently overlap one anotherso that the cranes cannot reach both hatches. Also frequently bothhatches are not within crane reach of the warehouse platform, which iselevated 1.30 meters above the apron. The apron frequently is so clut-tered that cargo handling is severely slowed.

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The question arises whether the terminal is making proper use ofthe present shed space. Relative to most ports, including some NorthAmerican, the use o' this space is not bad, although there is always roomfor improvement on this score. Generally speaking the receivers do notabuse their transit deposit privileges. There are some glaring cases ofcargo being in the terminal for extreme periods, but cargo in this categorydoes not occure more than 3% or 4% of the space. There are a couple of

pockets of cargo -Trhich the Consejo does not know what to do with.

There are some 100 cubic meters of outside storage occupied byoak for making barrels for packing meat. O,ing to some governmental dis-position in the U.S.A. the barrelled beef business fell through, and theconsignee has no use for the staves, which constitute a serious fire haz-ard. There is also a tin-can plant rusting away outside on flat carsbelonging to the terminal. The freight cars with cargo stored on them arean obstruction. HoTsever, the correction of these two and other less glar-ing cases would not affect the requirements for additional storage space asrecommended in this report. iV estimate is that the removal of perhaps 15%of the cargo now outside the slheds has been unduly delayed by the failureof the consignees to take pronpt delivery.

Finance

For ready reference receipts and expenditures of thie Port for1959 were as follo.s:

Returns:

1. Collections Gs. 86,805,229.562. Auction of abandoned merchandise 101,015.443. Ectraordinary returns 726,688.194. Special reserve from 1953 9,986.33

Gs. 87,642,919.52Expenditures:

1. Port Service Rcpenses Gs. 56,L18,370.702. Repairs and Improvements 18,1X4,280.753. Annual debt payment 21,609,250.004. Bank Commissions and expenses 217,892.00

Gs. 96,389,793.97

Gs. Loss 8,746,874.45

The debt as of the 1959 balance was US$L,110,843.43.

The port tariffs were increased some 50% per decree-law of August1960. I have been advised that the 1960 balance showed a profit of Gs. 25million. The item of repairs was unusually high during 1959 and 1960. Thispicture should improve as most of the neglected maintenance has been caredfor. Also a full year with the higher rates should bring about a consider-ably higher profit during 1961.

I did not analyze the overall port expense.

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PART II

CONSIDE,ATIONS AF-ECTING SIZE OF PORT

I have studied and analyzed a great many figures and statementswhich might ordinarily give some definite idea as to the expected incrementof the national economy. Many of them are not convincing one way or the other.A study based on the value and tonnage of exports during recent yearswould not indicate any increment.

On the other hand, imports have been increasing substantially.The standard of living is improving. The high-ay development and prospec-tive feeder road development, and the government t s policy on immigrationwhich contemplates the admission of European settlers and up to 80,000Japanese writhin a few years, plus improvements in agriculture, forestry,and the cattle industry, should have a beneficial effect on the economy.The immigration alone, it wJould seem, will make an important difierencein the economy and the balance of trade.

I feel that there will be an increment in the general economy(barring w¢ar conditions) of at least 10% during the period of the nextfive years, and 20% during the succeeding five years, or a total of, say30% through 1970, which will be reflected to some extent in the movementof cargo through Asuncion.

Factors Affecting Expansion of Port Facilities

One of the most difficult problems of the port is the question ofincreasing the berthing space for vessels.

At first it might appear tlhat, considering the possible improve-ments in labor, management, equipment, and the system of work, no expansionwhatever of the pier w1ould be required. Certainly, the requirements will bereduced greatly by the improvements suggestad herein. OthexwTise our recom-mendations might tend to be as extensive as those recommended by the Consejoin the "Ante Proyecto" draw.n up T.A!ith Christiani & Nielsen.

Since the dailly cost in port of the vessels engaged in Paraguay'sforeign trade varies between, say, US$100 for smaller vessels and barges toperhaps US,$350 - $450 for Ditch an6 Danish vessels providing direct serviceto and from overseas ports, it is obvious that eventual increases in freightcharges resulting from delays from all causes in the Port of Asuncion can be-come a serious burden on the countryts economy unless steps are taken toreduce future congestion in the port. It should be noted that the increasedcharges could well exceed the actual loss from delays since thle carriersunder continuing bad port concitions are inclined to raise t-heir charges tocover costs under the least favorable conditions anl frequently those of theleast efficient operators.

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Last November, which apparently was not an unusually heavy month,approximately sixty-five ship clays were lost waiting for berthing spacealongside the dock. By such delays the work of the dock is sormewt,hat spreadout. However, this situation seriously affects costs to the carriers andeventually freight rates.

Length of Vessels

The cargo vessels in the Paraguay trade are relatively long fortheir carrying capacity. Some of the passenger vessels are 96 meters long,the Dutch vessels are 82 meters long, and the new Paraguayan motor vesselsbuilt in Japan and Spain are 72 meters long. However, generally only twro"gangs" can be conveniently worked simultaneously on these vessels evenunder conditions of full equipment and suitable terminal operation. Thereare also a number of smaller vessels to be handled, with lengths up to say50 meters. It is most frequently impractical to work more than one gang onthese vessels. The type of vessel engaged in the trade to Asuncion requiresabout double the dock space per gang that most larger ocean-going vessels re-quire per gang. Fornulas for large vessels do not fit the vessels in theAsuncion trade. These considerations have been taken into account in arriv-ing at the recommendations herein.

PART III

RECOMDIEN DA.TIO1iS

A. Port Management

The Port Jinagement works fairly well in spite of an awkward organi-zational set-up, because of the fundamentally well-intentioned men at the top.However, the personnel have very little conceDtion of efficient modern cargohandling. Furthermore, in all my experience I have not met one man who wvasproficient in both customs work and cargo handling. The t,,qo do not mix muchbetter than oil and wxater. Furthermore, no continuity of efficient servicecan be guaranteed under the existing set-up.

The possibility of establishing an autonomous port authority there-fore comes to mind. Without further experience in Paraguay, I could not saywhether one is attainable there, but I have expressed some thoughts on thesubject in the next section of this report. However, if these should be ob-stacles in the way of setting up such an Authority promptly, there are atleast three improvements which can be made in connection with the existingorganization:

a) Each member of the Consejo should be brought to the UnitedStates to study port operation for at least one month. The"superintendent" of the port and the traffic manager shouldgo through a suitable three months' course in the UnitedStates. The latter can probably be accomplished throughPoint 4, witlh the cooperation of certain steamship lines.

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b) The port, if it remains under the Consejo, should at leasthave a port adckinistrator responsible for all port activityand with plenty of unhampered authority over port operations.

c) A top ranking, Spanish-speaking, experienced port advisorshould be employed for at least a year at the port. His re-commendations on operational matters should be adopted unlessthere are binding reasons not to do so.

It is recommended that further studies under suitable guidance bemade of the river problems which in low-water periods restrict vesselst draftsso that cargo has to be lightered.

B. The Question of a Port Authority

I would recommend that the administration of the terminal beseparated completely from the customs house; and also that careful con-sideration be given to setting up, if possible, an autonomous Port Authoritywith, say, five directors, including a Chairman named by the President of theRepublic, and four other members to be named or recommended by using interests,such as Industry, Commerce, Waterborne Carriers, etc. The Terminal I4anagershould have a voice but not a vote on the Board.

The terms of office of the directors should be so arranged thatthey overlap to provide continuity. The Authority should be administrativelyand financially independent and set up with adequate pow-rers for carrying onthe day-to-day operation of the port as a commercial enterprise wTithout poli-tical interference, subject only to the Governmentts instructions or approvalin major policy matters. There is no standard model for the statutes estab-lishing such an organization, but the atitached copies of the charters for thePort Authorities of Callao and Guayaquil will give an idea of the legislationadopted for the purpose in other South American countries.

The Government should recognize and emphasize to all personnel thetheme that the purpose of the Terminal is SERVICE to the users (shippers,consignees, passengers and carriers), and that the country itself sufferswhen the service to users is inefficient and costly.

In many cases it is very desirable that the Chairman of the Boardshould spend a period of say, from one to three months of port study abroad.The ports and terminals for study should be carefully selected to ensure themost useful instruction. The Terminal Manager should also be sent abroad forat least three months of intense observation and training. These periods oftraining can probably be arranged through the U.S. Government Mission. Inthe past such training has been carried out with very satisfactory results,through the cooperation of certain steamslip lines and marine termuinals.

For a period of at least two years a suitable foreign expert interminal management should be employed. He should be familiar with themodern tecnniques of using pallets, fork lift trucks and terminal trailers.His authority should be clearly defined and established, so that his recom-mendations -till be given due consideration and opportunely acted upon.

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C. Operations

The Terminal Consultant sho ,d assist in setting up a system ofinstruction in the port. The system slhould cover the vnrious phases ofterminal work from operation and maintenance through cost control and revenue,with service to the users as the guide.

We all recognize the importance of training in the maintenance andcareful operation of equipment. The manufacturer of fork-lift trucks pur-chased for the port is generally willing to provide an instructor operator/mechanic,.who speaks Spanish, to instruct operating personnel for a reason-able period in the use and care of the equipment. This condition could beincorporated in the conditions of purchase.

The dock apron must be kept clear to secure good wor2k. However,the port does not possess the equipment to keep it clear. Broadly speakingthe main tools for this operation would be fork-lift trucks, pallets andterminal trailers,

Because of the elevated shed floors, direct movement of cargo fromthe apron into the cargo sheds is restricted to that wrhich can be Ttoved bythe few rail cranes available. The fork trucks and pallets would largelysolve this problem.

Delivery and receiving trucks should be kept off the apron. Cargoalso should be removed from the apron as soon as it is landed. The apronshould be kept free for the operation of modern rubber tire equipment and thedock cranes.

A complete piece iwork system can be most effective only when theterminal is suitably laid out wjith smooth surfaces, properly equipped, andefficiently operated. Under such conditions the labor can produce the maxi-mum tonnage per shift.

A two-shift system is generally advisable. However, I would wantto study further the situation at Asuncion before definitely recor.mending itthere. Shifts usually are especially beneficial under a piece wfork sysuem.

Film

There is a motion picture film, which Twas developed by the UnitedStates Navy about twenty years ago. It shows how cargo should not be handled,and then horw it should be handled with some of the basic equipment mentionedabove. It is called "The Fork Lift Truck". Its number is MN 2294 B,"Logistics - Navy Materials Handling"1. This film should be shown inAsuncion, as it has been in many other capitals and ports in the hemisphere.In spite of its age, it is probably still the best general cargo handlingfilm available.

For the successful operation of the fork lift trucks, pallets andtrailers, it is essential that the surfaces of the terminal be smoothed. Theconcrete surface of the apron requires flattening out (it has a high camberbetween the rails, for drainage purposes, and also greatly overs-ized flange-channels along each rail of the railwyay and crane tracks).

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The railway tracks on the apron should be eliminated. (There wasnot one car of the Railway Company on the apron while the undersigned wasin Paraguay. However, the apron was obstructed occasionally by railway carsbelonging to the terminal. These cars generally are used for storage andoccasionally for handling logs). The terminal should get rid of the cars.They could not receive cash for them from the Railroad Company. However, thelatter might be happy to have them as a trade-in for the elimination of someof the tracks adjacent to the terminal,

My first and so far last impression of the railTway is that it hasserved its purpose, and now with the advent of hiUhways it cannot supportitself in competition with trucking, and that in a few years it should beabandoned. The country is natural for road building and truck transport.This is important for the port, as it is more economical and otherwisemore effective to carry out the port improvements without the railway tracks.It is possible that further study would demonstrate the advisability of eli-minating rnost or all of the tracks in and adjacent to the terminals.

D. Changes in Facilities

The open-storage cargo and heavy lifts nc; left on the apron shouldbe carried immediately to the space just beyond the present terninal fence.This space should be incorporated within the terminal enclosure. This isessential for the successful operation of the Port.

Presently the navy chaplain is building, with navy personnel, achurch on the open space which should be annexed to the tenminal. By thetrentieth of December the church was about 10% complete. This is a delicatesubject to handle. However, there is much land available elsewhere, whiThmight draw a larger congregation. Also the Navy is using a small warehousesaid to belong to the port located in this space.

There are three masts in the area which were apparently erected atone time for radio purposes, but apparently are not in use at present.

The Navy has a substantial base a few kilometers downstream fromthe pier, where there is room for expansion if necessary. There is no goodreason for the Navy to occupy this land, which iS in the natural expansionarea of the terminal. This area is essential to the economic emPansion ofthe terminal, and hence important to the economy of the country. I was ad-vised by the Consejo that the property belongs to the Terminal. It is tobe hoped that there will be no difficulty about arranging for its return.

Imported automobiles and trucks would be moved at once from theapron to this new area. An export transit shed should be erected in thearea, where export cargo generally would be asseiabled on pallets and carriedby trailers to the ships instead of being handled as at present on shippers'trucks to the apron. This would improve the terminal operation and shipstdispatch, and save waiting time of trucks. The flow of cargo to the dockcould be evened out on straight time.

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The new terminal space should be filled, levelled where necessary,graded and paved suitably for the successful operatlon of fork lift truckswith "cushion tirest".

With the fork truck, pallet, and trailer operation the single-levelsystem (i.e. apron and shed floors at the same elevation) is much more effi-cient than the two-level system. The pallet system also has some extra meritunder flood conditions. In future construction the present two-level systemshould be avoided. The minimum elevation should be 8.50 meters plus whatevercan be built up to the rear of the apron to provide a slight slope for drain-age.

A maintenance shed should be set up in the new area to replace themaintenance shed now used at the upstream end of the pier. The city drain-age should be canalized or piped downstream away fromi the terminal area.

It is my considered opirnon that at the upstream end of the terminala basin for the smaller vessels should be constructed. (A preliminary sketchis attached),

The "basin" layout will give the most footage of berthing space forthe expenditure.

The main pier of the "basin" leading at right angles from the up-stream end of the present pier would be about 70 meters long by 30 meterswide. It would have twTo finger piers 50 meters long by lh meters wide. Theywould have their approach from the doTnstream side of the new projection, thusfacilitating docking mithout difficulty. The distance between berths would beabout 21 meters leaving sufficient space in each slip for two vessels ateamof one another. The outer edge of the outer finger pier and the channel andof the main structure (70 m x 30 m) should form a straight line to facilitatefull use of the outside berth of ?Om.

The construction of the basin is highly recommended, as it will ac-commodate handily up to five 50-meter vessels and one or tWzo smaller vessels,at a time. This will take care of the slow-working vessels, and enable thelarger vessels which can work two gangs to berth alongside the main pier. Itwill also take care of much of the coastw-ise traffic, and vessels handlingrelatively small parcels.

A good road will have to be made from the street gate, thence betweelthe salt warehouse (f) and the street wall, thence at right angles through thepresent location of the maintenance shop, to the pier apron. Tne possibilityof knocking out part of the boundary wall to make a direct road from the streetmight be examined.

The downstream end of the pier is nowf used for the landing of pas-sengers and personnel from the passenger-carrying hydroplane. This landingwill be eliminated with the construction of the 160t pier exteension. Alsothe proper use of the new cargo area back of the present terminal will elina-nate the private road to the terminal landing. Thlis terminal could be trans-ferred to the basin upstream.

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It is recommended that a shed for general cargo be constructed inthe open space between Deposit "A" and ex-deposit nDn. This is in about thecenter of the present terminal, between the administration buildings wherethere is suitable space for a building to cover 1,760 square meters. Thiswould complete a fourth berth at the general-cargo import section of thepresent pier. The bodega floor should be at the same elevation as the apron,8.50 meters.

The truck scale would be relocated. The track leading to the apronwould be lifted or "Buried". A ten-meter passage would be left between theshed and the administration building.

There is need for a second new general cargo deposit. It is re-commended that this shed have an area of about 2,400 square meters (say75 m x 32 m)) This would take care of any probable increment for severalyears. This deposit could front on the new apron extension, or it could belocated in the new area just back of Deposit "C" paralleling its axis at adistance of about 25 meters. The intervening space would give sufficientroom for the.operation of trailers and fork trucks. It would also give suf-ficient space for trucks receiving at the rear of Deposit U'C". I would re-commend the latter site under the existing conditions.

The space abreast of the pier extension can be used later if re-quired, and when the fill abreast of it is completed and consolidated.

In the area back of Deposit "B" it is recommended that the receiv-ing and consolidation shed for export cargo be constructed, with the samedimensions as those suggested for the new import shed. This shed will great-ly facilitate loading, saving time to vessels, shippers and trucks. Thecargo would be palletized on receipt to avoid further handling of packages.

For the sake of economy it is suggested that consideration be givento the use of "knockdown" sheds which should be quito suitable at Asuncion,provided they are suitably vented and protected with concrete for about 6 feetup from the floor. The minimum vertical clearance inside should be 20 feet,and in doorways, 12 feet. Inside should be as free of colu=13 as is practical.A suitable space of, say, 20 meters should be left between the two new sheds.

Pier Extension Downstream

Furthermore, I feel that a two-berth extension 160 meters long,principally for the larger vessels, should be added to the downstream sec-tion of the pier. This should be on a straight line projection of thepresent apron.

The recommended width of the extension, 15 meters, is sufficientfor working with pallets, fork lift trucks, and/or the 7t x 17? trailerslisted herein. The width could be reduced to a minimum of 12 meters ifnecessary. Import cargo from the extension for the present would be routedto the shed recommended for construction back of Deposit "'C". Completion ofthe fill and the construction of cargo sheds abreast of the 160-meter exten-sion can be considered in another decade provided further expansion is warranY-ed. However, it would probably be advisable to build a system of rock dykos

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and pump in the necessary fill support before the deck slab of the extensionis laid. This woulld facilitate filling the adjacent back area later on.

Estimated Cost

Since no engineering plans have been draw^n for the improvementsrecommended herein, it has not been possible to prepare dependable estimatesof cost. The figures in the following list of principal items of expenditureshould therefore be understood to indicate merely the general order of magni-tude of the item costs, and should not be used for any other purpose,

1. Equipment US$ 330,000

2. Expansion of the port area includingfill and surfacing 500,000

3. Basin for vessels under 50 meters inlength (upstream) 550,000

4. Cargo sheds 250,000

5. Extension of the dock 160 meters,downstream, including rock dykeand hydraulic fill 600,000

6. Second level landings at 5.50 meterelevation access 50,000

7. Engineering design work 100,000

8. Miscellaneous work 100,000

Smoothing apron and other sectionsof present enclosure;Weather protection for loading trucksat existing shneds;Fencing to include new area;New truck scales, capacity 100,000 lgs;Opening up road approach to basin;Relocating maintenance shed;Pallet Shed

US$ 3,080,000