NOVEMBER 21, 2016—A six-month pilot project connecting St. Petersburg and Tampa, FL, was recently launched by HMS Ferries, Inc. The new “Cross Bay Ferry,” which is designed to demonstrate water transportation technology
OCTOBER 18, 2016 — Rolls-Royce is to supply its first automatic crossing system to Norwegian ferry company Fjord1. It will control two new double-ended battery ferries as they cross between Anda and Lote
OCTOBER 18, 2016 — Interferry is getting a new CEO. Mike Corrigan is to step down as President and CEO of BC Ferries on March 31 next and immediately take up the
“Legally, a ferry is the continuation or prolongation of a highway over a navigable stream.” This quote is from the first Transactions of the Society of Naval Architects and Marine Engineers (SNAME), published in 1893. Given the impact of ferries upon society, it should come as no surprise that they have been a topic of interest to many naval architects for many years. The Pacific Northwest region of the United States contains a mix of islands, rivers, peninsulas and lakes. Salt water and fresh water transportation routes have been a critical part of the economic development of the region beginning with the native peoples and continuing today. Since the arrival of the first settlers in the 1850’s, power-driven ferries have been a common sight, linking the various communities through the movement of goods and people.
What is a double-ended ferry and why choose this configuration? A double-ended ferry is one where vehicles are loaded on and off both ends of the vessel and the direction of travel switches so the bow becomes the stern. The greatest argument for a double-ended ferry is when the route is short such as a river crossing. The time to maneuver the vessel so it can back in to the dock becomes a significant portion of the overall time between departures. The maneuvering time also consumes additional fuel and imposes the risk, however small, of any maneuver going awry. Another advantage is that the vessel will have the same handling characteristics every time it enters or departs a terminal. With its propulsion at each end, the double-ended ferry has excellent stopping power and superior maneuverability, especially if using an azimuthing or cycloidal propulsion system. This all contributes to safety, a critical factor for any ferry.
The origins of Elliott Bay Design Group (EBDG) go back to the late 1920’s with the establishment of W.C. Nickum & Sons. The earliest ferry projects were to modify the double-ended ferries from the San Francisco Bay area that were made superfluous by the bridge building activities there in the 1930s. Since that time EBDG has worked on a wide variety of vessel sizes and propulsion types, to suit routes ranging from short river crossings to 20 nautical mile transits of exposed water.
The typical ferry we have designed has a V hull amidships with a narrow, flat of bottom at baseline. The side shell flares outboard with one or two knuckles between the heavy guard at the deck edge and the bottom. This configuration produces surfaces that are fully developable which facilitates construction. Typically, the waterline beam is 80% of the maximum beam. This shape provides excellent reserve buoyancy for damage stability and adds waterplane area as the vessel heels, thus improving intact stability. Where there is a draft limit, we increase the width of the flat of bottom. At the ends the waterline shape typically narrows to a fine entrance. Because the waterline beam decreases more quickly than the beam at deck, the effect is to create substantial sponsons. These are located sufficiently far above the bow wave to avoid increased wetted surface as the bow wave increases with speed. The shape of these sponsons also needs to consider wave slamming in rough weather, so a compromise is sometimes required between calm water resistance and speed in waves. The lower part of the hull at the ends is fitted with a skeg to support the shaftline (with traditional shafting on centerline) and to support the hull in dry dock. The skeg shape and volume are critical to the shape of the bow wave, hence we carefully consider the section area shape, including skegs. In more recent projects we have seen greater emphasis on reducing hull resistance, especially for ferries that operate on route lengths of greater than 2 nautical miles. Over the 40 to 50 year life of a ferry, small reductions in drag can result in significant fuel savings, and of increasing importance, lower emissions. Through the use of computational fluid dynamics we can find a balance between low resistance and ease of construction.
The double-ended ferry lends itself to a wide variety of propulsion configurations. Historically, these have ranged from steam-driven, side paddlewheels to a cable ferry powered by horses on a treadmill. In more recent times, we have seen the diesel engine become the dominant power source with a variety of means of putting the power into the water. Clearly, there is no preferred approach that works for every ferry. As designers, we look for the machinery configuration that meets the owner’s performance requirements with the best balance between reliability, maintainability, fuel efficiency and operability. This search typically takes the form of a propulsion study where we work with the owner to establish weighting criteria for the various aspects of the propulsion system. Typically, an owner will have strong opinions on what equipment and what configuration works well for his operation.
We are also seeing more clients interested in different forms of propulsion to reduce their overall energy consumption and thus reduce their environmental footprint. Owners are willing to trade off the simplicity and reliability of traditional geared diesel propulsion for reduced energy consumption through use of hybrid propulsion with electric drives, batteries for energy storage, and smart control systems. We are also seeing increased interest in alternative fuels such as liquefied natural gas, biofuels, and even hydrogen.
This year EBDG developed a physics-based simulation tool to evaluate different propulsion technologies for different sizes of ferries operating on different types of routes. This tool calculates hull resistance, weights, fuel requirements, and hull characteristics in an iterative fashion until the basic parameters of weight and buoyancy are in balance. The outputs from the tool are estimates of capital and operating costs as well as carbon emissions. We can now work with ferry operators to assess the economics of using technology to reduce environmental impacts.
So, what has 50 years taught us? First is that there always will be opportunities to improve the art of double-ended ferry design. Some recent trends include:
In the months following Hornblower’s selection by New York City as the operator of its new Citywide Ferry Service, speculation was rampant as to what shipyard or shipyards would be able to build the fleet of 19 ferries in less than a year’s time. Many of the traditional passenger-only ferry builders in the U.S. were fully booked or declined to tender an offer because of what one shipbuilder called “an impossible delivery schedule.”
When we broke the news in early July of the award of the boatbuilding contracts, the two Gulf Coast shipyards to emerge as the winners were Horizon Shipbuilding and Metal Shark Aluminum Boats. The selections caught many outside the marine industry by surprise because neither yard had built a passenger-only ferry to date.
One, Horizon Shipbuilding, is situated in Bayou La Batre, AL—the heart of the shrimp boat business. While the other, Metal Shark Aluminum Boats, is headquartered in Jeanerette, LA—known as “Sugar City” because of its local sugar cane crop and sugar processing mills.
While the selections might have raised some eyebrows among the general public, both yards have carved out impeccable reputations for meeting challenging production schedules for constructing boats and vessels in series for government and commercial customers. Both have a highly skilled, core workforce; both count the U.S. Navy and U.S. Coast Guard among their customers; and both are owned by confident, forward-thinking entrepreneurs.
Horizon Shipbuilding’s Travis Short
Travis Short, Owner and President of Horizon Shipbuilding, knows his shipyard can deliver. He points out that the shipyard built 40 vessels in a 20-month timeframe for a commercial offshore oil customer. Those boats, by the way, just so happen to be the same tonnage as the 149-passenger Citywide Ferry catamaran vessels.
He also cites a contract that Horizon Shipbuilding won to build ten 10,000-gallon-capacity oil barges after the Deepwater Horizon disaster. The barges were to be used in the cleanup in the Gulf and the shipyard had one month to deliver them.
“Our key people have been with us for a long time,” says Short. “They know how Horizon Shipbuilding operates. Building boats is what we do.”
The Gordhead Factor
A graduate of the University of Southern Alabama with a Bachelor of Science in Business Administration, Short started Horizon Shipbuilding in 1997 with his father, Travis Sr. While Short is fully confident in the ability of his core workforce, five years ago he felt that they could be more productive. “We weren’t doing poorly,” says Short, “but we just weren’t getting any better.” Short wanted to make improvements in workflow, reporting and resource management. That’s where he got the idea for Gordhead management software.
“We wanted to start by giving access to more information,” says Short. “With Gordhead, we created a software platform that brings together all of the information.”
Gordhead is an app that can be used on your mobile device. By using a modular-based system, it syncs with existing enterprise resource planning, scheduling and timekeeping software to provide project transparency and promote collaboration between production managers and workers.
“It’s all about better communication,” says Short. He says the use of Gordhead by management has allowed Horizon Shipbuilding to share information throughout the day on projects and do away with daily production meetings. Shorts says that what often holds up any production process is that someone is waiting on an answer before he can proceed with his work. “Gordhead wipes that out. It raises the level of communication, allowing the time for decision-making to get shorter. It gets rid of bottlenecks.” The software also allows greater transparency for an owner to check on the status of the construction of his vessel.
Cameron Clark, VP and GM, Hornblower NY, cited the use of Gordhead as one of the factors in selecting Horizon Shipbuilding as one of the builders for the NY Citywide Ferry project. Clark says the use of the Gordhead management software will allow Hornblower to stay connected with the team on the ground 24/7 and ensure the project stays on schedule.
Located about three miles from Mobile Bay, Horizon’s facility is made up of a West Yard and Main Yard, with nine steel buildings for steel and aluminum fabrication and construction. The construction and outfitting of modules and vessels is mainly performed in two 175 ft x 50 ft buildings. Horizon Shipbuilding also uses a huge 660-ton Travelift for the transfer and launch of vessels.
The key piece of the fabrication process is the ALLtra Model PG14-12 Shape Cutting Machine, which is a CNC-controlled gantry designed for cutting complex shapes for sheet or plate materials. It is capable of producing parts at high speeds and close tolerances and was used to cut precise jig patterns, allowing for innovative ways of rapid hull construction for the ferries. The machine is easily configured for plasma or oxy/fuel shape cutting processes and can be customized for special applications. Horizon’s application utilizes the Hypertherm HPR260 plasma cutter controlled by the Burny 10 LCD shape cutting motion controller using MTC ProNest 8 nesting software.
The current workforce at the shipyard is about 300, with about 125 of those dedicated to the New York ferry project.
The NYC Ferry Design
Designed by Incat Crowther, the new catamaran ferries will be 85 feet 3 inches long, with a beam of 26 feet 3 inches, and draft of 3 feet 4 inches. The ferries will also feature plenty of charging stations for the connected crowd, concessions, Wi-Fi and a space for up to 19 bicycles on board.
Each vessel will use two 803-hp EPA-compliant Tier 3 Baudouin 6M26.3 P3 main engines to help reduce diesel emissions and noise. Incat Crowther’s innovative hull design will help limit wake and maximize fuel efficiency, and the ferries will primarily be built out of aluminum further increasing fuel efficiency.
Each boat is expected to carry at least 149 passengers (some could have higher capacities). The vessel’s main deck will have seating for 123 passengers plus space for four wheelchairs and four strollers. The upper deck will seating capacity for 42 passengers.
“We are going to start out with a five-day-a-week schedule,” says Short, “and adjust if necessary. It is an ambitious schedule, but we’ll start delivering boats on their own bottoms starting in the early spring and finishing in the late spring.
“While these are the first catamaran ferries we’ve built,” he continues, “they are not the first passenger boats. We’ve delivered high-speed crewboats for Mexico and West Africa.”
Of course, the New York ferries aren’t the only game in town. Horizon also has five repair jobs in the yard, including river inland towboats, a research vessel, and 130 ft yacht.
It is also building two 100 ft x 40 ft escort tugs for McAllister Towing, New York, NY. Based on a design by Jensen Maritime, Seattle, WA, the steel-hulled tugs will be ABS classed and fitted with Caterpillar 3516E Tier 4-compliant main engines, driving Schottel SRP4000FP propulsion units. The tugs are to be delivered in early 2017.
Bold Plan, Bold Choice
New York Mayor Bill de Blasio’s plan to create the citywide ferry service—at a cost of $325 million—is a bold reimagining of the city’s future public transportation. The Mayor thinks that the ferry service when up and running would carry an estimated 4.5 million passengers in a year. All of the new ferries would be in service by mid-2017. At $2.75 per ride the ferry service would be affordable for the average New Yorker. The new citywide ferry service would be a crowning achievement for the Mayor just months before he stands for reelection in the fall of 2017.
Metal Shark’s Chris Allard
The choice of Metal Shark Aluminum Boats as the other shipyard to build the new ferries is a bold one, too. Metal Shark is owned by Chris Allard and Jimmy Gravois. A Long Island native, Allard joined American Marine Holdings after graduating from the prestigious Webb Institute. He later partnered with Gravois, owner of Gravois Aluminum Boats, to acquire Metal Shark in 2006.
Ten years later, Metal Shark has emerged as a premier builder of aluminum military craft for all of the branches of the U.S. military—Navy, Coast Guard, Air Force and the Army.
All of those boats are built at what Allard calls the Jeanerette “boat production facility” because it delivers almost a vessel on a daily basis. Back in 2011, Metal Shark grabbed headlines when it was awarded the contract to replace the U.S. Coast Guard’s aging Response Boat-Small (RB-S) fleet. The nearly $200 million contract of over 470 boats, was the largest of its kind ever awarded by the Coast Guard.
In 2014, Metal Shark took the next step in its growth with the acquisition of a 25-acre waterfront tract in Franklin, LA, a short drive from the company’s headquarters in Jeanerette. Located on the Charenton Canal, the Franklin yard, says, Allard, is designed for shipbuilding and provides direct access to the Gulf of Mexico. Recent deliveries include 90- and 75-foot catamarans and 60- and 50-foot catamarans. The Franklin yard has also built some 45-foot patrol boats.
Allard sees the New York City ferry contract as a springboard into growth into the commercial vessel market. “We’ve been primarily known as a military and government contractor,” says Allard. “This contract is part of a major company diversification.” In the coming months, Allard expects to announce a number of commercial contracts to build its largest vessels yet. The Franklin facility has enough capacity to build multiple vessels of 200 feet in length.
Engineering company at heart
“We are really an engineering company at heart,” says Allard. It says the company leverages technology, such as robotics, CNC cutting, bending, CAD software systems to stay focused on production efficiencies, controlling costs and producing quality products for the customer. These same engineering processes can be seen in the sheet metal, automotive, and aeronautical industries.
As for the New York City ferry contract, Allard says Metal Shark secured the business “the good, old fashioned way.” Allard says, “We’ve been working with Hornblower for more than two and a half years providing them the information and the tools they needed to secure the contract. We also showed them how we could replicate our building processes to construct the ferries.”
Metal Shark currently has about 200 workers between its two shipyards and might ramp up “a little,” says Allard. The company will also be able to shift some of the labor pool from one facility to the other based on project demand.
The Franklin yard is also benefitting from a Small Shipyard Grant from the U.S. Maritime Administration for $582,410, which will be used to acquire portable shelters and marine transporters.
“We were able to cut metal within 10 days of signing the contract,” he says. “We do most of our design work in-house with its naval architectural staff—but for the New York City ferry project, the design is owner-furnished from Hornblower. We are working on the same design as Horizon Shipbuilding in order to make the boats as absolutely identical as possible.”
According to Allard, Metal Shark (and Incat) are participating in a limited usage of Gordhead at Hornblower’s request for sending and receiving technical clarifications during the design phase of the project in order to minimize differences in interpretation of design clarifications by the two builders. He says that Metal Shark has its own advanced software, tools and processes for project management, engineering planning, production coordination and customer communications.
SEPTEMBER 5, 2016—Deltamarin Ltd is to provide Finnish shipbuilder Rauma Marine Constructions Oy(RMC) shipyard with design services for the RoPax ferry recently ordered by Denmark’s Mols-Linien A/S (see earlier story). The vessel
AUGUST 15, 2016 —MF Berlin, the first of two new battery-hybrid passenger and freight ferries is now in service on Scandlines’ Gedser-Rostock route between Denmark and Germany. Sister vessel MF Copenhagen is
Obligation, vigilance, and perseverance are among the professional qualities of the merchant mariner. Whether one attends a maritime academy, as I did, or comes up through the hawsepipe, in seagoing service mariners learn and practice the ethos of care to crew, ship, and the environment. Mariners are supposed to display those qualities in spite of cold, or rain, or discomfort–one of my strongest memories of the academy is being on lookout, freezing, wearing all my jackets. Mariners are supposed to be ready, to be watchful, to put together skills and equipment and to balance paradox and contradiction to make a successful voyage.
The New York Harbor community combined all these unique attributes on 9/11, evacuating hundreds of thousands of commuters and residents of Lower Manhattan to Staten Island, to New Jersey, and elsewhere in New York City in an improvised fleet of boats: tugs, dinner boats, tour boats, private vessels. Over the course of those hours, boats made trip after trip across the harbor. Then, as the number of evacuees from Manhattan tapered off, the boatlift shifted to transporting responders and supplies to the island, an operation that continued for several days. They accomplished the largest water evacuation in history without planning, without practice—and without accidents.
What made this possible? To find out, my coauthor Tricia Wachtendorf and I talked with boat operators and waterfront workers, piecing together their stories for our book American Dunkirk: The Waterborne Evacuation of Manhattan on 9/11. Foremost was a spirit of service and a duty to rescue that is characteristic of the maritime community. Law and tradition require a mariner to come to the aid of a person at sea in danger of being lost. On 9/11 mariners widened the compass of their obligation to include the people who were queuing up at the shoreline.
The participants in this evacuation saw themselves as part of an active maritime community. Everyone knew everyone else, they said. They knew each others’ boats, and personnel were always moving from company to company, creating a strong network of acquaintance. Even though the commercial setting could sometimes be highly competitive, there were also habits of cooperation: any company might need help from any other in an emergency. It’s almost a rule in the disaster field that the planning process is more important than the plan itself. Responders have to become familiar with each others’ capacities, resources, and limitations. The years of interaction and familiarity were actually a planning process for urban disaster management, though they didn’t know it.
Mariners lead lives of paradox. GPS provides fabulous accuracy, but the prudent mariner is still reminded to check it by other means. Some mariners have attended disciplined and hierarchical academies where they live a regimented lifestyle while also learning Bridge Team Management, to adopt proper communications skills that short-circuit the intimidation of hierarchy. They operate in a complex web of maneuvering rules, which also contain a rule that prescribes that the rules should be broken when they’re not working. Often their information is ambiguous, as with weather, so they are sensitive to margins of error. In this complex milieu, mariners are always making judgments about safety, speed, and efficiency. These judgments abounded on 9/11.
They carried passengers on boats not certified for that. In some cases, they exceeded boats’ passenger capacity. Boat operators said they didn’t do this recklessly, but looked at the boat’s performance, the distribution of additional weight, and the demands of the immediate crisis. Certainly the usual margin of safety was narrowed in this event both with respect to capacity and to navigation. In some areas around the harbor the dust was so thick that visibility was zero, but they continued on. “Radar, don’t fail me now!” recalled one captain thinking as he approached the entrance to North Cove. Sometimes, boat captains took on bystanders to assist in embarking evacuees or in handling lines. Boats used piers they were unaccustomed to, or that weren’t designed for passengers, and had to jury-rig gangways because of the different heights. The captains were careful, using their experience and judgment to know how much they could push the boundary of risk. Other rules were slackened. A Coast Guard officer authorized fueling without permits. Two harbor pilots took golf carts to move supplies. The main thing was that when they pushed the limits, they were thoughtful, weighing the risk as experience has taught them.
Sometimes older technologies are more adaptable than modern ones. A break-bulk ship can work cargo anywhere, but a container ship, not so much. Efficiency sometimes erases adaptability, but disasters remind us of the importance of older tools and technologies, such as radio. Certainly there are tools to help the modern disaster manager: satellite photography, robotics, drones. But a lot of disaster management is old-fashioned work: moving things and people, staging equipment, organizing activities, talking on the phone. Probably the exemplar of this principle during 9/11 was the John J. Harvey, a retired fireboat that had been bought and restored by a group of enthusiasts. On the morning of September 11, the group boarded the Harvey and got underway first just to see what was happening, then they moved some evacuees, but then the Harvey’s real talent became obvious: the capacity to pump a lot of water. That capacity, left over from now-ancient days of wooden piers and warehouses and stacked-up flammable cargoes, was just what was needed to charge the fire hoses now substituting for the destroyed infrastructure at Ground Zero. Even in normal times, the Harvey demonstrated the qualities of prudence and vigilance. One of her owners, a retired fireboat captain, insisted they always have some usable firehose on hand, just in case.
Of course, there were challenges. The era of deep-draft commercial maritime use of much of Lower Manhattan has long since past. The waterfront had few good locations for the boats to embark passengers and lacked critical shoreside infrastructure, such as bollards or cleats, to tie boats to. Meanwhile, the smooth stone surface of the Battery Park seawall threatened to damage boats that were coming alongside. The sailboat Ventura, for example, could not tie up there because of being buffeted against the wall. “We’re going to have a boat that’s full of matchsticks and it’s going to sink,” said the captain. Even the durable Harvey got “quite a battering.” Some boats tied up to trees to hold steady for taking on evacuees. In other instances there was too much infrastructure, some of it in the form of fences and ornamental ironwork. Several participants in the evacuation reported simply cutting down the fences to clear a path for the evacuees.
The boat operations demonstrate what we have seen in many disasters: the importance of improvised, unscripted activities, and the importance of new groups, organizations, and networks. In spite of a widespread desire to “command and control,” that is not possible in an unfolding community-wide disaster. Most people are rescued by bystanders, for example, often well before formal responders arrive, which shows that there is always a grassroots dimension to disaster management. 9/11 maritime activities took place all around New York Harbor. No one could have full “command” of these activities, where needs were being identified and handled in an organic way through a growing network. The Coast Guard took a coordinating but not a commanding role. They wisely made no effort to take over the entire operation, recognizing that they needed to let it unfold. And there would be no way to command activities that were happening at Liberty Landing, or at Weehawken, or at Highlands, a 17-mile transit from Manhattan, where they were all dealing with their own needs of sorting passengers, decontaminating people, and offering comfort and bottles of water.
The 9/11 boat operations offer some insights for urban disaster management and resilience, organizations, and communities. Key features of resilience are redundancy, substitutability, and mobility. Some vessels can operate even if others are out of service. Boats are a mobile resource, easily moved around as needed. If some facilities are damaged, others may be available or can be improvised on short notice. Some vessels of more rugged construction served as floating piers, so that other vessels of lighter design would not be damaged against the seawall. Vessels are connected by VHF radio—nearly always available– and vessel movements are organized not by a flowchart or a rigid command structure but rather by a nautical chart and the mariners’ operational knowledge of that area: its laws, regulations, and customs. Public officials in waterfront cities should look closely at the different transport modes available. In particular, emergency managers and urban planners and engineers should work much more closely together to identify needs and resources.
That’s the key. People, groups, and communities share what they know; identify what they need; and connect to others. The maritime operations on 9/11 are an example of principles that extend to other settings. In situations as diverse as U.S. wildfires to the Fukushima tsunami and nuclear plant catastrophe, people have built new networks and improvised with whatever is available. A resilient disaster response depends on deep knowledge of a place, memory, gathering resources, and finding substitutes. These are the pieces that people can assemble creatively and strategically to manage a disaster.
You can view a list of the vessels and operators that lent their support on 9/11 at www.fireboat.org/911_rescue_boats.php
James Kendra is a graduate of Massachusetts Maritime Academy and a former merchant marine officer. He is Director of the Disaster Research Center at the University of Delaware.
AUGUST 9, 2016 — Damen Shipyards reports that its Antalya, Turkey, shipyard has gained ISO 9001, ISO 14001 and OHSAS 18001 certification. The achievement comes a time of rapid expansion that has
AUGUST 3, 2016 — Triyards subsidiary Strategic Marine has chosen Southampton, U.K., based BMT Nigel Gee to design the two 70 m LNG-fueled RoPax ferries that its Vung Tau, Vietnam, shipyard is