Port district strategic plan draft

Kaskaskia Regional Port District Strategic Plan

A Vision for the Next 25 Years

March 26, 2014

DRAFT Subject to Further Review and Revisions

2 | Kaskaskia Regional Port District

DRAFT - Subject to Further Review and Revisions

DRAFT Strategic Plan

This Draft Strategic Plan dated March 26, 2014 is an draft submittal is for public review and comment. Although the Strategic Plan is an internal plan by the Kaskaska Regional Port District, comments from stakeholders, partners, and the public are appreciated as future actions will require coordination and partnerships with multiple groups and individuals.

The Final Plan is expected to be formally adopted by the Kaskaskia Regional Port District Board of Directors at their May, 2014 board meeting. Leading up to the formal adoption are these key dates and deliverables to solicit and incorporate comments into the final plan.

January 30: Unformatted Draft Plan submitted to Illinois Department of Commerce and Economic Opportunity.

February 10: Unformatted Draft Plan and Draft Plan Presentation submitted to Kaskaskia Regional Port District Board for review and comment.

March 10: Comments to Unformatted Draft Plan from Kaskaskia Regional Port District Board.

March 26 - April 11: Formatted Draft Plan available for public review and comment.

March 26: Public Open House to review Draft Plan.

February and March: Stakeholder meeting presentations to present draft plan. Meetings included:t February 12: Monroe County Economic Development Committeet February 20: St. Clair County Economic Development Committeet February 27: Illinois Department of Natural Resources (IDNR) and Illinois Department of

Transportation (IDOT)t March 13: Randolph County Progress Committeet March 13: Monroe County Farm Bureau Boardt March 13: Randolph County Farm Bureau Boardt March 17: St. Louis District, U.S. Army Corps of Engineerst March 17: St. Clair County Farm Bureau Boardt March 26: Lower Kaskaskia Stakeholders, Inc. (LKSI) Meeting

April 14: Final comments from Kaskaskia Regional Port District Board.

May 12: Adoption of Final Plan by Kaskaskia Regional Port District Board.

Strategic Plan - A Vision for the Next 25 Years | 3


KRPD Strategic Plan - Comment Form

Please review the Draft Kaskaskia Regional Port District (KRPD) Strategic Plan, answer the questions and provide your comments below. (Circle Your Responses)

Do you feel the Vision statement is representative of the Kaskaskia Regional Port District (KRPD)?

Yes, very representative

Somewhat representative

No, not representative

No opinion

Do you feel the Mission statement is suitable for the KRPD?

Yes, very suitable

Somewhat suitable

No, not suitable

No opinion

Do you agree with the proposed Goals and Objectives for the KRPD?

Yes, I agree

Somewhat agree

Somewhat disagree

No, I disagree

No opinion

Do you agree with the Short Term and Long Term Goals set for the KRPD?

Yes, I agree

Somewhat agree

Somewhat disagree

No, I disagree

No opinion

Other Comments:

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Kaskaskia Regional Port District Strategic Plan

A Vision for the Next 25 Years

Table of Contents

Chapter 1: Vision, Mission, and Values ...................................................................................Chapter 2: Before the Storm, Background and History ......................................................... Chapter 3: Priority Projects and Initiatives (Short and Long Term) ....................................Chapter 4: Objectives and Goals ...............................................................................................Chapter 5: Port District Facility Plans ......................................................................................Chapter 6: Existing Conditions ..................................................................................................Chapter 7: SWOT Analysis .........................................................................................................Chapter 8: Industry Trends ........................................................................................................Chapter 9: Public Engagement Summary ................................................................................

Appendix

A: Survey ResultsB: September, 2013: Public Open Houses Meeting BoardsC: Stakeholder Project Brochure

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Acknowledgments

The Planning Team would like to acknowledge the following for their insights and efforts for this process and report:

The Advisory CommitteeTerry Beach; Director, St. Clair County Economic DevelopmentNora Feuquay; University of Illinois Extension, Monroe County Economic DevelopmentChristopher Martin; Coordinator, Randolph County Economic DevelopmentEd Weilbacher; General Manager, Kaskaskia Regional Port District

Kaskaskia Regional Port District Board George Obernagel, ChairmanTerry Liefer, Vice-ChairmanRobert Myerscough, TreasurerCharles BauerVirgil BeckerMike ConradClem EskerBrian FunkRichard Guebert, Jr.Bernard Heck, Jr.Rodney LinkerJoe LuechtefeldDennis RodenbergRoger RubemeyerNancy Schilling

Kaskaskia Regional Port District StaffEd Weilbacher, General ManagerDonna Gariglietti, Secretary

HeartLands ConservancyStephen IbendahlSarah Vogt

StakeholdersSee Chapter 9 for complete list of stakeholders involved in the planning process.

The opinions, findings and conclusions expressed in this publication are those of the authors and not necessarily those of individual board members, advisory committee members, stakeholders, or those involved in this process.



EXECUTIVE SUMMARY

Background

In early 2012, Community Development Block Grant Funds (CDBG) under the federal governments Ike Disaster Recovery Planning Program (Ike-PLP) were made available to those Illinois communities damaged by Hurricane Ike. In March of 2012, the Kaskaskia Regional Port District (KRPD) determined that the lower Kaskaskia River region would quali-fy for Ike-PLP funds. KRPD sought application for a grant to compose a Comprehensive Strategic Recovery Plan (plan) for Ike-affected areas. A grant for $100,000 was awarded to assemble the plan.

The Plan

The Kaskaskia Regional Port District Comprehensive Strategic Recovery Plan incorporates these priority projects and initiatives. Short term tasks include: 1) Use of the Water Resources, Reform and Development Act (WRRDA) to create certainty for private sector investment along the Kas-kaskia River and within the port district. 2) Develop Phase 1 of the Fay-etteville Terminal. 3) Create new Corporate Graphic Standards, including a Port District brand/logo and develop a marketing/communications plan. 4) Full analysis study of raising the Kaskaskia River Project pool elevation. 5) Evaluate the potential for the Kaskaskia Regional Port District to incor-porate all of St. Clair County, including the Southwest Regional Port Dis-trict. 6) Enhance Scott Air Force Base multi-modal shipping possibilities by utilizing the Kaskaskia River primary or redundant shipping options. 7) Annually update the list of the top five Port District capital improvement projects.

Long term priorities include: 1) Identify and implement stewardship best practices to reduce silt in the Kaskaskia River from head cutting, agriculture and urbanization. 2) Identification, master planning and development of a new Port Facility between Evansville and the Lock and Dam. 3) Develop public/private partnerships for river maintenance, including channel dredging. 4) Promote the development of the Prairie State Energy Campus and other opportunities for large development sites. 5) Implementation of freight priority projects and routes for rail and highway. 6) Support establishing a four-lane highway within the Port District.



Strategic Objectives

Strategic Objectives, goals and actions to achieve the short and long term tasks and priorities include:

1) Be an economic catalyst for Southwestern Illinois, including prescreening Prairie State Energy Campus and other large development sites of 300 acres or more within the Port District, and marketing those sites. Create and regularly update Port District facility master plans. Enhance the Scott Air Force Base connection, develop the Fayetteville facility, and support efforts to broaden Port District economic development powers.

2) Be a key gateway to the Mississippi River by being an integral part of the M-55 Marine Highway, evaluate incorporating all of St. Clair county and the Southwest Regional Port District, and seek opportunities to leverage a Union Pacific Railroad connection and rail yard at the Kellogg facility.

3) Be more visible by increasing awareness of the Kaskaskia River and the Port District regionally, statewide and nationally to better position the Port District for future funding possibilities, develop a marketing and communications plan, develop corporate graphic standards and logo, increase visibility of Port District facilities, and coordinate with tourism partners to promote recreation-focused events on the Kaskaskia River.

4) Promote Multi-Modal Shipping by keeping the river navigable, increasing competitiveness with Mississippi River shipping, enhancing highway connections, investing in key rail spurs, establishing a Port Facility between Evansville and the Lock and Dam, promote transload opportunities, and work to develop an in-river donor barge transfer station upstream from the Lock and Dam.

5) Promote recreation opportunities by increasing public access to river and surrounding IDNR lands, increasing recreational opportunities along the river, encouraging ecotourism, and creating a trail connection north and south along the river.

6) Promote environmental stewardship by becoming the greenest port district in the region, by best conservation practices, and by promoting regional green infrastructure strategies.

7) Be collaborative by continuing existing relationships and developing new relationships with local, state and federal agencies including the Economic Development Administration, USDA Rural Development, the U.S. Army Corp of Engineers, the Illinois Department of Natural Resources, and the Illinois Department of Transportation, and exploring operation and maintenance options with the U.S. Army Corps of Engineers.



8) Maximize port revenue by analyzing existing lease agreements, seeking opportunities to expand bonding capacity, and expanded partnerships with statutory authorities.

9) Enhance the Kaskaskia Regional Port District Board by creating a long-term development plan.

10) Maximize port safeguards by developing a port security plan that complies with federal and state agencies, and exploring fiber optic connections parallel to the river from Fayetteville to the Lock and Dam.



CHAPTER 1

The cornerstone of any succesful organization is its core values. From those values, a vison statement is derived. A vision statement, simply put, is what the organization seeks to be. The mission statement considers the vision statement and expands how the organization will realize the vision. The Ike Grant Advisory Committee, in concert with the Kaskaskia Regional Port District Board of Directors, KRPD Staff, opinions from personal stakeholder interviews in the three effected counties, and input from public meetings and surveys, created a vision statement for the KRPD. From that vison statement, a mission statement evolved.



VISIONThe Kaskaskia Regional Port District will strive to be one of the leading inland port districts in the United States.



MISSIONThe Kaskaskia Regional Port Districts mission is to create economic development and enhance the quality of life in Randolph, Monroe, and St. Clair Counties by promoting the multi-modal shipping of goods and the Kaskaskia and Mississippi Rivers strength of water supply, recreational opportunities, and ecological resources.



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CHAPTER 2



BEFORE THE STORM, BACKGROUND AND HISTORYFormation of the Kaskaskia River Navigation Project Two floods in the 1940s prompted residents of New Athens, Illinois and other villages along the Kaskaskia River to approach the U.S. Army Corps of Engineers in 1947. The committee asked for a flood wall at New Athens and the Corps responded with an idea for a flood control program for the entire Kaskaskia River. Meanwhile, huge regional coal deposits needed a shipping route and in 1954, the U.S. Bureau of the Budget allocated money for a Kaskaskia River shipping feasibility study. In 1955, the bureau dedicated $98,000.00 for a survey study on river navigation. By 1962, and despite railroad company objections, congress provided planning money for a proposed straightening of the Kaskaskia and construction of the confluence lock and dam. Congress provided federal funds for construction in 1966. The Kaskaskia River Project was dedicated in 1974 to provide a navigable waterway 225 feet wide and nine feet deep from the confluence of the Kaskaskia and Mississippi Rivers in Randolph County, Illinois, 36 miles up river to Fayetteville, Illinois.

Overview of the Kaskaskia Regional Port District (KRPD)In 1967, the Illinois General Assembly created the Kaskaskia Regional Port District Act. The Act created a political subdivision body politic and municipal corporation, named Kaskaskia Regional Port District embracing all of Monroe and Randolph Counties and Freeburg, Millstadt, Smithton, Prairie Du Long, New Athens, Marissa, Fayetteville, Engleman, Mascoutah, Shiloh Valley and Lenzburg Townships of St. Clair County. The General Assembly declared that the main purpose of the Act is to promote industrial, commercial, transportation, and economic activities thereby reducing the evils attendant upon unemployment and enhancing the public health and welfare of this State. The governing and administrative body of the Port District is a board of 15 members, five each from Monroe, Randolph and St. Clair Counties, to be known as the Kaskaskia Regional Port District Board. All members of the board shall be residents of the Port District and persons of recognized business ability. The members of the board shall serve without compensation, but shall be reimbursed for actual expenses incurred by them in the performance of their duties. However, any member of the board who is appointed to the office of secretary or treasurer may receive compensation fixed by the board for services as such officer. The Governor,



by and with the advice and consent of the Senate, shall appoint the members of the board and fill any and all vacancies. All property of the Port District shall be public grounds owned by a municipal corporation and used exclusively for public purposes within the tax exemption provisions. KRPD has a number of functions, powers and duties, including: (a) study the existing harbor facilities within the area of the Port District and to recommend to an appropriate governmental agency, including the General Assembly of Illinois, such changes and modifications as may from time to time be required for continuing development therein and to meet changing business and commercial needs; (b) make an investigation of conditions within the Port District and to prepare and adopt a comprehensive plan for the development of port facilities for the Port District. In preparing and recommending changes and modifications in existing harbor facilities, or a comprehensive plan for the development of such port facilities, as above provided, the Port District if it deems desirable may set aside and allocate an area or areas, within the lands owned by it, to be leased to private parties for industrial, manufacturing, commercial, or harbor purposes, where such area or areas in the opinion of the board, are not required for primary purposes in the development of harbor and port facilities for the use of public water and land transportation, or will not be needed immediately for such purposes, and where such leasing in the opinion of the board will aid and promote the development of terminal and port facilities; (c) study and make recommendations to the proper authority for the improvement of terminal, lighterage, wharfage, warehousing, anchorage, transfer and other facilities necessary for the promotion of commerce and the interchange of traffic within, to and from the Port District; (d) study, prepare and recommend by specific proposals to the General Assembly of Illinois changes in the jurisdiction of the Port District; (e) petition any federal, state, municipal or local authority, administrative, judicial and legislative, having jurisdiction in the premises, for the adoption and execution of any physical improvement, change in method, system of handling freight, warehousing, docking, lightering and transfer of freight, which in the opinion of the board are designed to improve or better the handling of commerce in and through the Port District or improve terminal or transportation facilities therein. (To read the entire Kaskaskia Regional Port District Act, visit this website:) http://www.ilga.gov/legislation/ilcs/ilcs3.asp?ActID=944&ChapterID=15



Damage by Hurricane Ike in 2008Fast forward to late August, 2008, when Tropical Depression Ike formed off the African Coast and quickly evolved into a powerful and destructive Cape Verde-type hurricane. Ike made landfall in the United States near Galveston, Texas on September 13. Hurricane-force winds extended 120 miles from Ikes center, tropical storm-force winds further still. There was a point when Hurricane Ike was more than 600 miles in diameter with maximum sustained winds of over 140 miles per hour. The United States death toll alone exceeded 120. More than 20 others were never found. Almost $30 billion dollars in damages were estimated from Ike in the United States. Ikes winds, rains, and storm surge caused enormous amounts of damage to the Texas and Louisiana coasts and devastation extended north up the Mississippi River Valley. To help those effected by the storm, Congress appropriated funds through the United States Department of Housing and Urban Development under its Community Development Block Grant Program (CDBG), allocated funds for the Ike Disaster Recovery Planning Program (Ike-PLP). The funds were intended to support development and adoption of forward thinking comprehensive plans to guide long-term recovery efforts and to support decisions to reduce existing or future development in disaster-risk areas.

Hurricane Ike was unusual as most hurricanes do not effect the Kaskaskia River region and Ike came to the region after a second flooding storm of July, 2008. As Ike tracked northward up the Mississippi River, the storm caused extensive damages due to high winds and heavy rains. Some corn and other farm grains that were nearly ready for harvest were destroyed completely by Ikes high winds. The crops that could be harvested had to wait for fields to dry and special equipment was required to pick up the flattened corn. Local tourism and recreation were negatively effected as villages and cities worked to repair damages from the flooding events. The lock and dam at the confluence of the Kaskaskia and Mississippi Rivers was closed to shipping and recreational boating. The loss of revenue to all concerned was substantial and compounded by the already crippled economy. Addressing the Issues Created by Hurricane Ike and Strategies to Minimize Future DamageAs the previous section illustrates, the most significant impact to the Port District and surrounding communities was the loss of revenue and economic impact. This Port District strategic plan addresses the core of this issue by creating objectives, goals, actions, and short and long term priorities that will create future economic development within the Port District by capitalizing on strengths such as multi-modal shipping, water supply, recreation, and environmental resources.

Damage from events like Hurricane Ike will be minimized by



implementing goals and actions outlined in this strategic plan. The strategies are interwoven into the Objectives and Goals outlined in Chapter 4. Key strategies include:

Multi-Modal ShippingBy encouraging multi-modal shipping and investments to rail (including new rail spurs), highway freight routes, and channel navigation, the Port District and businesses within the district will have additional options for shipping products, especially if one form of transportation is unavailable due to a natural disaster such as a hurricane.

Environmental StewardshipGoals and actions such as utilizing green infrastructure strategies, CREP (Conservation Reserve Enhancement Program), and SITES (Sustainable Sites Initiative) will help mitigate future natural disasters by helping to mitigate flooding by reducing the amount of storm water run-off and increasing infiltration.

CollaborationCommunication and collaboration between local, county, regional, state, and federal agencies is key before, during, and after a natural disaster. Collaboration is already a key strength of the Port District and partners. The strategic planning process and future strategies for collaboration will increase the communication between the Port District and various partners.

RecreationRecreation is already a key strength within the Port District with activities such as boating, hunting, and fishing. The strategic planning process identfied that additional investment in recreation should be considered, especially for camping, RV facilities, and trail connections. Additional recreation opportunities would increase tourism and revenues within the three counties.

Water SupplyThe Kaskaskia River source for water is a key strength as the River supplies critical industry such as the Prairie State Energy Campus and Dynegy Midwest Generation, and provides water supply to numerous communities. One of the long term priorities identified in the strategic plan is to conduct a full analysis of raising the navigable pool elevation of the Kaskaskia River. One of the potential benefits of raising the pool would be increased water supply. Additional water would be beneficial during natural disasters like drought.



A Need and Opportunity for a Strategic Recovery PlanTo supports its mission, KRPD works in tandem with local tourism and economic development agencies, as well as the Illinois Department of Natural Resources, the Illinois Department of Transportation, the U.S. Army Corp of Engineers, the Kaskaskia Watershed Association, the Lower Kaskaskia Stakeholders and sporting and boating groups on river-related issues. The Kaskaskia River Project has experienced low shipping tonnage over several years and is on a watch list by the Corps. KRPD seeks to increase tonnage through several efforts and expansions to sustain and increase federal funding for the Project. In 2011, KRPDs board decided the organization needed to assemble a comprehensive strategy for capital improvements, for Ike damage recovery and for future growth. Since KRPD lacked a guiding document, the board of directors, in March, 2012, requested the general manager to apply for a grant under Ike-PLP to fund the plan. Without a comprehensive plan, the board realized setting priorities and accomplishing goals would be fragmented and difficult. Since the grant application was required to come from a government entity, KRPD requested assistance from Randolph County government. Randolph County, in partnership with KRPD, Monroe and St. Clair Counties made the application with Christopher Martin of Randolph County Economic Development serving as grant administrator. The grant for $100,000.00 was awarded in April of 2012. The beginning date of October 1, 2012 and ending date of April 30, 2014 for plan origination were set. Mr. Martin, Ms. Nora Feuquay, University of Illinois Extension, Monroe County Economic Development, Mr. Terry Beach, Director of Economic Development for St. Clair County, and Mr. Edward Weilbacher, General Manager of the Kaskaskia Regional Port District, agreed to serve as a grant advisory committee. The Illinois Department of Commerce and Economic Opportunity (DCEO) was the recipient of applications from effected Illinois communities and serves as coordinator and counsel for grant recipients. DCEO is also the conduit for plan service benchmarks and payments. KRPD needs adequate port property maps that are reproducible with the flexibility to project plans and propositions under consideration. The maps display boundaries, demographics, facilities, utilities, historic information, public lands, flood plains, trails, watershed and transportation connections. Other components of the comprehensive plan include development of a port property plan, a terminal plan, and an industrial development plan.



CHAPTER 3



PRIORITY PROJECTSAND INITIATIVESThis chapter outlines priority projects and initiatives upon which the Port District will focus its attention in the short and long term. The list below is not inclusive of all strategic decisions of the Port District. Chapter 4 lists in greater detail strategic objectives and goals for the Port District. This chapter is intended to create focus on key projects and initiatives. It is expected that as these items are completed, other priorities from the strategic objectives and goals will become focused areas of attention.

This chapter describes seven short term priorities and six long term priorities. The priorities are:

Short Term (1-3 Years)1. Use the Water Resources, Reform and Development Act (WRRDA) Bill to create certainty for private sector Investment along the Kaskaskia River and within the Port District.2. Develop Phase 1 of the Fayetteville Terminal.3. Create new Corporate Graphic Standards including a Port District brand/logo and develop a marketing/communications plan.4. Enhance Scott Air Force Base multi-modal shipping possibilities by utilizing the Kaskaskia River as a means of primary or redundant shipping options. 5. Evaluate the Potential for the Kaskaskia Regional Port District to include all of St. Clair County and the Southwest Regional Port District.6. Update annually the list of top five Port District capital improvement projects.

Long Term1. Identify and implement stewardship best practices to reduce silt in the Kaskaskia River from head-cutting, agriculture, and urbanization.2. Identification, master planning, and development of new Port Facility between Evansville and the Lock and Dam.3. Develop public/private partnerships for river maintenance including channel dredging.4. Full analysis study of raising the Kaskaskia River Navigation Pool elevation.5. Promote the development of the Prairie State Energy Campus and other opportunities for large development sites.6. Implementation of freight priority projects and routes for rail and highway.7. Promote a four-lane highway within the Port District.



1. Use the Water Resources, Reform and Develop-ment Act (WRRDA) Bill to Create Certainty for Private Sector Investment along the Kaskaskia River and within the Port District

Strategic ImportanceThe Water Resources, Reform and Development Act (WRRDA) Bill could create long term funding for capital and maintenance projects within the Kaskaskia River Project. A secure revenue stream could inspire confidence for existing businesses and incent new businesses to invest in facilities along the Kaskaskia River and within the Port District. The Kaskaskia River is also a critical source for community and power generation water supplies, effecting millions in the Midwest. Recreational tourism adds major additional revenue to the region and state.

Context and BackgroundRecent Corps of Engineers budget constraints have deferred some maintenance activities including dredging. The result is a perception of uncertainty about long term maintenance and capital improvements for the Kaskaskia River Project. The uncertainty is delaying private business investment for existing or new facilities. However, this reticence is marginally unjustified. Considering the Kaskaskia River solely as a navigation channel and means of shipping limits its significance. The Kaskaskia is of critical importance for water supplies and recreation.

The river provides water for multiple communities, industry, and for power generation. More than 3000 megawatts of combined power is generated at Dynegys Baldwin facility and Prairie State Energy Campus. Prairie State draws water from an intake near New Athens. Dynegys intake is near Baldwin. Prairie State Energy Campus was a recent multi-billion dollar construction project. The combined annual regional impact of the two power plants is significant.

Approximately 250,000 visitors annually use the river and adjacent lands for birding, boating, fishing, hunting, hiking, and other recreational purposes.

Combining shipping, electrical generation, water supply, and recreation, the regional economic impact of the Kaskaskia River is more than a billion dollars annually. Comparatively, a small investment for maintenance and capital improvements would leverage huge returns in addition to increasing confidence for private sector investment.

Recommendations The Port District should work with the regional congressional delegation and the Corps of Engineers to ensure that the Water Resources, Reform and Development Act (WRRDA) creates long term certainty for Kaskaskia River capital projects and maintenance activities. Focus should also be given to changing the Corps of Engineers benefit/cost analysis beyond

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tonnage dependent.

The Port District should work with appropriate partners to annually reassess the economic impact and significance of the Kaskaskia River for electrical generation, shipping, water supply, and recreation.

2. Develop Phase One of the Fayetteville Terminal.

Strategic ImportanceThe Fayetteville terminal will be a huge asset for the Port District as it will increase shipping tonnage. In addition, the Fayetteville Terminal is strategically located proximate to the many businesses in the region, and will benefit area industry and agribusiness. Finally, the terminal has the opportunity to provide primary and redundant shipping options for Scott Air Force Base, just 16 miles from the Fayetteville Terminal.

Context and BackgroundAt river mile 36, Fayetteville is the northernmost possible facility on the Kaskaskia River. The proposed terminal is on the rivers east bank just south of Illinois State Road 15. KRPD has been approved for an IDOT EDP grant for access road construction. Construction is set for spring, 2014.

RecommendationsThe Port District should move forward with Phase One of the Fayetteville Terminal facility master plan. Phase One consists of access road construction from Illinois Route 15 and development of a grain terminal facility. Future phases of the Fayetteville Terminal include possible facilities for aggregate, fertilizer, natural gas, and coal.

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3. Create New Port District Corporate Graphic Stan-dards Including a Brand/Logo and Develop a Market-ing/Communications Plan.

Strategic ImportanceThe Port Districts logo is displayed on signage, electronically and in printed materials and other venues. The logo is often the first impression of the Port District by the public, elected officials, and businesses. With the axiom of you never have a second chance to make a first impression in mind, it is important that the first impression of the Port District is one of a modern and forward thinking organization. Other regional Port Districts like Americas Central Port and the St. Louis Port Authority have recently updated their logo and brands. KRPD should do likewise.

Context and BackgroundThe current Port District logo was developed in the 1970s with the graphic design standards and tools of the time. The logo reflects those limitations. Graphic design standards have evolved in the decades since as have the means to create them.

RecommendationsThe Port District should develop corporate graphic standards that include a Port District logo. Graphic standards include guidelines for font usage, colors, etc. Graphic standards, including the logo should convey the values and vision of the Port District. KRPD should also develop a marketing and communications plan based on IKE Recovery Plan recommendations and staff and board input.

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4. Evaluate the Potential for the Kaskaskia Regional Port District to Include all of St. Clair County and the Southwest Regional Port District.

Strategic ImportanceKRPD is unique regionally as it includes facilities on two rivers, the Kaskaskia and the Mississippi. If the Port District included all of St. Clair County, there would be increased synergy for economic development. The Port District could better coordinate development opportunities by providing options for river facilities and access on either the Kaskaskia or Mississippi Rivers.

Context and BackgroundCurrently, the Port District has facilities on both the Kaskaskia and Mississippi Rivers, although the Kellogg Dock is the only KRPD facility on the Mississippi River within the Port District boundary. The Port District boundary includes all of Randolph and Monroe Counties, and the southeastern two-thirds of St. Clair County (See Figure x-x). The Southwest Regional Port District includes the western one-third of St. Clair County with the townships of Canteen, Centerville, East St. Louis, Stites, and Sugar Loaf.

Any changes in boundary of the Port District would require changes in the Illinois state statute.

A perceived concern of absorbing the Southwest Regional Port District would be increased economic development in St. Clair County at the potential expense of development in Monroe and Randolph Counties. However, this is unlikely. Development of regional river terminals and facilities are often not in cross-purpose or direct competition. Sources and destinations of materials and transportation connections are usually more critical factors in the location of river facilities and terminals. A broader Port District boundary would likely increase economic development in all three counties as KRPD would benefit from greater marketing efficiencies and points of contact for business and industry. RecommendationsKRPD should continue the evaluation of absorbing the Southwest Regional Port District. The evaluation should include examining existing leases, liabilities, documents of incorporation, and past board meeting minutes. The evaluation should also analyze full incorporation of the Southwest Regional Port District into the Kaskaskia Regional Port District (which would require a revised state statute), versus other options such as a memorandum of understanding or other means for partnership, increased collaboration, or synergies of services.

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5. Strengthen Scott Air Force Base Multi-Modal Ship-ping Options by Utilizing the Kaskaskia River as a Primary or Redundant Shipping Option.

Strategic ImportanceScott Air Force Base is the largest employer in Southwestern Illinois with more than 12,000 active duty and civilian personnel. The base generates over $3 billion in economic impact to the bi-state region. As a major economic engine, transportation networks and supply of materials to the base is of critical importance.

Scott Air Force Base is very close to the Kaskaskia River. The future Fayetteville Terminal, a new facility under development by the Port District at River Mile 36 at Fayetteville, is only 16 miles from Scott Air Force Base. Using the Kaskaskia River as a primary or redundant shipping option for the Base would potentially reduce transportation costs and provide increased flexibility for multi-modal shipping options.

Context and BackgroundCurrently the majority of base supplies are transported via highways. With proximity to Interstate 64, the base has excellent access to the Interstate network. Although the amount of goods and supplies to the base via the rail line is thought to be limited, the facility is adjacent to a Norfolk Southern Class 1 rail line.

A future Port District facility at Fayetteville would be approximately 16 miles from the base, offering the opportunity for several primary or redundant shipping options. First, the Fayetteville facility could be a transload location for fuel. Fuel could come in via barge and then be piped from Fayetteville to Scott. A fuel pipeline from Fayetteville to the base would offer several advantages. A Fayetteville to Scott pipeline would be less than one-half the distance than a pipeline from refineries in the Hartford and Roxana, Illinois areas. Second, a pipeline from Fayetteville would provide access to additional fuel sources and suppliers, and limit dependence on regional refineries. (See Figure 3.2)

Additional study and analysis would be required to determine the feasibility of utilizing a pipeline from Fayetteville to the Base for fuel shipments, especially as a primary means of fuel delivery. Transportation logistics, costs, and supply sources would all have to be analyzed. If a Fayetteville pipeline would not be feasible as a primary means of fuel shipment, its value as a redundant or backup supply could be significant.

A Fayetteville facility could also serve the base through shipments of bulk commodities, project cargo, or container-on-barge freight. Project cargo might have the greatest utility and value for the base. Large items that require special truck or rail movements can best be shipped via barge and then transported short distances from the barge by truck or rail to their final destination. An example of project cargo was equipment shipped

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during the building of the Prairie State Energy Campus. Several large assemblies were brought up river via barge. Project cargo via Fayetteville would have to be highway transported only 16 miles, compared to a longer route of Mississippi River shipping. In addition, the highway route from Fayetteville offers less congestion than routes from Mississippi River facilities. (See Figure 3.1)

RecommendationsThe Port District should coordinate with Scott Air Force Base and regional economic development leaders to fully evaluate the feasibility of using the future Fayetteville Facility as a primary or redundant shipping option for the base. Evaluation should include two main opportunities. First, to use Fayetteville as a transload site for fuel. Second, to analyze bulk, project cargo, and container-on-barge opportunities for the Base.

6. Update Annually the list of Top Five Port District Capital Improvement Projects.

Strategic ImportanceAn annually prioritized list of capital improvement projects would ensure that the Port District is focusing resources on those projects. The capital improvement list would also provide prioritization when grant or agency funding opportunities arise.

Context and BackgroundCapital improvement programs are usually developed for five-year cycles with priority projects updated annually. Outlining a five-year capital improvement program with yearly updates would assist the Port District in managing its budget and in pursuing additional revenue sources.

RecommendationsThe Port District should develop a five-year capital improvement plan with a list of projects and expected costs. The capital improvement program should be updated annually with the top five capital projects identified.

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1. Identify and Implement Stewardship Best Practices to Reduce Silt in the Kaskaskia River from Head-Cut-ting, Agriculture, and Urbanization.

Strategic ImportanceReducing silt in the Kaskaskia River would provide multiple advantages. For shipping, maintaining a navigable channel within the Kaskaskia River is critical and dredging is required to maintain a navigable channel depth. Reducing silt would decrease the need and cost for dredging.

Reductions in silt would also improve water quality in the Kaskaskia River.

Context and Background Currently, silt comes from three sources: head cutting, agriculture, and urbanization within the watershed. Although the amount of silt per source is unknown, it is thought that the majority of silt comes from head cutting within the Kaskaskia and tributaries north of Fayetteville. A prior attempt to address head cutting was the completion of a grade control structure in 1982 just north of Fayetteville. While the structure did help alleviate some of the head cutting problem, head cutting has continued. In 2003, the St. Louis District of the Corps of Engineers conducted a study looking at recommendations to address head cutting. The 2003 report proposed six possible solutions to the head cutting problem, although no final recommendation was made in the report. There is an opportunity to combine further analysis and a recommendation for a head cutting solution with part of a larger Environmental Assessment (EA) examining the impacts of raising the navigational pool elevation.

Agriculture and urbanization within the Kaskaskia watershed are also silt sources. Many existing federal, state, and local programs are of benefit. One Illinois program is the Conservation Reserve Enhancement Program (CREP). The Kaskaskia and Illinois River watersheds are the two priority watersheds in the state for CREP. Started in 2010, the program is an enhanced version of the federal Conservation Reserve Program (CRP). The program is voluntary and eligible farmland for the program includes land within the 100-year floodplain, land that qualifies as a wetland, or highly erodible land adjacent to the floodplain.

Urbanization, especially within the Silver Creek and Richland Creek watersheds, are sources of silt. Although recent increases in best practices for site development have significantly reduced erosion and silt from development and urbanization, there is still significant room for improvement. Green infrastructure strategies, especially within the Silver and Richland Creek watershed would provide significant benefits.

RecommendationsThe Port District should coordinate with the Corps of Engineers to fully evaluate and propose a solution to the head cutting problem as part of a larger environmental assessment for raising the navigational pool

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elevation.

The Port District should work with regional stakeholders like Farm Bureau and Soil Water and Conservation Districts to promote programs such as CREP to decrease silt from agricultural sources. Increased awareness and education of the importance of these programs is vital.

The Port District should support regional green infrastructure strategies, especially in the Silver Creek and Richland Creek watersheds that would benefit silt reduction from urbanization. The Port District should promote benefits of programs like CREP for shipping, water quality, habitat, and environmental advantages.

2. Identification, Master Planning, and Development of a New Port Facility between Evansville and the Lock and Dam.

Strategic ImportanceAn additional Port District facility between Evansville and the Lock and Dam would have several advantages. One, the facility would be able to take advantage of the deeper drafts on the southern part of the Kaskaskia River. Second, the location would have multi-modal transportation options with highway access to Route 3, proximity to the Mississippi River, and rail connection via a short spur to a Class 1 railroad (Union Pacific). Finally, the facility would be close to the limestone bluffs and provide for a safe harbor on a pooled river.

Context and Background Currently, the closest Kaskaskia River facility to the Lock and Dam is the Gateway FS grain terminal in Evansville. The next facility is KRPD #2 at river mile 18.5. A river facility south of Evansville would provide a facility proximate to the Lock and Dam.

A facility on the southern Kaskaskia could exploit deeper drafts. On the lower Kaskaskia River, barges can often be loaded to 10 to 10.5 compared to 9.5 on the upper Kaskaskia River.

The Port District owns property between Evansville and the Lock and Dam and the Kaskaskia River Navigation Project Land and Water Use Master Plan identifies multiple areas as either Industrial Use or Multiple-Use Management. In 2014, a draft plan for a multi-modal industrial park was submitted to the federal Comprehensive Economic Development Strategy (CEDS) plan. The facility would be located near Roots Road and a rail line on the south Kaskaskia between Evansville and the Lock and Dam.

RecommendationsThe Port District should develop a master plan considering the CEDS submission.

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3. Develop Public/Private Partnerships for River Main-tenance Including Dredging of the Channel.

Strategic ImportanceThe opportunity for public/private partnerships for river maintenance, especially dredging, would create more investment by existing or new river businesses, as there would be more certainty of a navigable river channel. The Water Resources, Reform and Development Act (WRRDA) Bill offers the opportunity for greater flexibility and innovation for maintaining and improving the inland waterway system, including the Kaskaskia River.

Context and Background Currently, the Corps of Engineers is responsible for maintaining the navigable channel, including dredging. However, recent budget limitations have often deferred dredging activities. The expected Water Resources, Reform and Development Act (WRRDA) would provide greater flexibility in capital and maintenance projects for port and waterway projects, including the use of public/private partnerships.

Although models of public/private partnerships will become more apparent as the WRRDA bill is implemented. It is also expected that the WRRDA bill will provide for pilot programs to test various public/private partnership opportunities. One possibility is bidding of river maintenance by the KRPD or other government entity, in lieu of direct control by the Corps of Engineers.

RecommendationsThe Port District should coordinate with other regional Port Districts, the Illinois Department of Transportation, and the regional congressional delegation to seek opportunities for WRRDA pilot programs to would allow public/private partnerships for river maintenance.

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4. Full Analysis Study of Raising the Kaskaskia River Navigation Pool Elevation.

Strategic ImportanceThe current Kaskaskia River navigation pool elevation is 368.8 (NGVD National Geodetic Vertical Datum). Raising the pool elevation 1.0 to 369.8 provides several potential advantages for shipping, water supply, recreation, and wildlife habitat on the Kaskaskia River.

The Kaskaskia River is sometimes at a competitive shipping disadvantage compared to the Mississippi River for barge loads. During normal conditions, barges on the Mississippi River can be loaded to a depth of 12-6. On the Kaskaskia River barges can only be loaded to a depth of 9-6 (10-6 in the southern section). For shipping, an increased in pool elevation to 369.8 would potentially make barge loads more competitive with barges on the Mississippi River.

Raising the pool elevation 1.0 to 369.8 would also increase the available water supply for communities, business, and industry that are served by the Kaskaskia River.

Context and BackgroundAny change in the Kaskaskia River navigation pool elevation requires a change to the Kaskaskia Basin Water Control Plan. Proposed changes will also require an environmental assessment to consider impacts of a higher pool elevation compared to maintaining the current level.

In 1989, a deviation to the water control plan was granted to raise the pool elevation from 368.0 to 368.8. That level has been the fixed elevation since. The reason for that request was to provide additional water supply to make certain lockages possible.

The deviation to the water control plan continued from 1989 to 1992. In 1992, the St. Louis District of the U.S. Army Corps of Engineers conducted an environmental assessment that examined the impacts of the 368.8 pool elevation compared to the 368.0 pool elevation. The environmental assessment resulted in a Finding of No Significant Impact (FONSI).

The 1992 environmental assessment found many benefits of the increased pool elevation in addition to the original rationale. Benefits included: increased fish access to backwater habitats, improved recreational fishing opportunities, and more dependable water intake devices.

In 2004 the St. Louis District of the U.S. Army Corps of Engineers conducted an environmental assessment with an finding of No Significant Impact (FONSI) to maintain the navigation pool at 368.8.

Raising the navigation pool elevation from 368.8 to 369.8 has the potential to offer similar benefits of the last elevation change of 1989. Increased barge loads, decreased dredging, increased fish access to

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backwater habitats, increased water supply and more dependable water intake devices are all potential benefits.

However, there are potential disadvantages to a raised pool elevation of 369.8. One, the existing gate elevation at the Lock and Dam is 370.0. With the current navigation pool elevation of 368.8 there is currently 1.2 of freeboard available. Increasing the navigation pool elevation to 369.8 would reduce the freeboard to just 0.2.

Second, while it is possible to easily document the static change in the navigation pool elevation from 368.8 to 369.8 and the resulting effect on adjacent land, documenting impacts during storm and flood events would require additional analysis. For example, during a flood event, the river pool elevation fluctuates along the length of the river. To illustrate the example, during a September, 2012 flood event, the river elevation at Fayetteville was 372.44 (RM 36.1). At Red Bud the elevation was 369.39 (RM 19.3) and at the Lock and Dam (RM 0.8) the elevation was 368.89. Normally during a static navigation pool, all three locations are nearly identical in depth. (Staff Gage Float Well and G.O.E.S Telemetered Data Collection Platform, St. Louis District, Corps of Engineers.)

As part of this report, the change in the static navigation pool elevation is shown on Figure x. The increased acreage of land claimed by the change in the navigation pool elevation of 369.8 from 368.8 is approximately xx. However, analyzing the impact of the raised pool elevation on future flood events is more complex and beyond the scope of this report. The river dynamics and navigation pool elevation based on the size, location, and duration of regional rain events can be complex and would require more detailed analysis.

Third, while decreased dredging is a possible benefit of a higher navigation pool elevation, it is beyond the scope of this report to adequately analyze the impact of the pool elevation on dredging. Finally, while the 1992 environmental assessment of increasing the navigation pool elevation to 368.8 from 368.0 found that the increased elevation would benefit wildlife and fish populations, it is beyond the scope of this report to adequately analyze if additional rise in the pool elevation would be of further benefit, have no impact, or have negative impacts.

Fourth, the Lock and Dam will need to be assessed for its ability to handle an increase elevation of 369.8. There is the opportunity to conduct this assessment as part of a greater assessment of the Lock and Dam capital improvement needs. In 2014, the Lock and Dam will be 40 years old and nearing the end of its original design life. Now is the time to study, evaluate, and recommend any changes to the water control plan.

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RecommendationsThere are many potential benefits of raising the navigation pool elevation from the current 368.8 to 369.9. However, it is beyond the scope of this report to adequately analyze the potential benefits, disadvantages, or no impact. Because of the potential benefits to shipping, water supply, and habitat (and because there is previous precedent in raising the navigation pool elevation), a formal environmental assessment should be conducted.

The Port District should coordinate with the St. Louis District Corps of Engineers to conduct an environmental assessment to study the impact of raising the navigation pool. The study should include not only analyzing the impacts of a full 1.0 rise, but also the potential benefits and impacts of a rise at any point between 368.8 to 369.8.

The environmental assessment would be an 18-30 month process. The environmental assessment would include:t Extensive public engagement and input.t Full analysis of advantages, disadvantages, or no-impact. t Analysis of the raising the elevation, but less than a full one foot

increase (6 12).

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5. Promote Development of the Prairie State Energy Campus and Other Opportunities for Large Development Sites.

Strategic ImportanceThe Prairie State Energy Campus is an economic development engine for proximate industrial development. Large tracts of lands and access to competitive energy rates are advantages.

Context and Background The Prairie State Energy Campus includes a power plant and adjacent coalmine with 30-year reserves. The plant produces 1,600 MWs of electricity per year. Its location in Washington County gives the plant access to a coal source, water supply and river access (via a short railroad connection). There is an opportunity for development adjacent to the Prairie State Energy Campus with large land tracts, access to river and rail connections and competitive electrical rates proximate.

In addition to the Prairie State Energy Campus, there is an opportunity to market large available tracts of land for light industrial and manufacturing opportunities. Compared to other parts of the St. Louis region, the Port District area has the opportunity for large site development (300+ acres) with access to utilities and multi-modal transportation options.

RecommendationsThe Port District should work with regional economic development leaders and Prairie State to market available sites within the Prairie State Energy Campus. Although Prairie State is just outside the Port District boundary, Prairie State gleans its water supply from the river and receives scrubber stone via barge.

The Port District should pre-screen minimum 300-acre sites within the Port District to identify potentially available light industrial or manufacturing development sites. Criteria for site selection would be: access to a water supply, electrical, other utilities, and transportation access. A pre-screened list would allow timely communication with prospective developers and investors. The Port District should work with county economic development agents and regional utilities to develop the pre-screened list of sites.

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6. Implementation of Freight Priority Projects and Routes for Rail and Highway.

Strategic ImportanceEnsuring the flow of freight through multi-modal networks is critical in promoting economic development. A key decision for business and industry location and investment is where there are adequate multi-modal transportation options. In addition, the identification and investment in freight routes avoids conflicts with other forms of transportation and land uses. Implementation and investment in freight priority projects for rail and highway will allow continued flow of freight within the Port District while helping to avoid conflicts with other forms of transportation and land uses.

Context and Background In recent years there has been increased regional, state and federal attention in identifying and investing in freight corridors and transportation networks. Freight transportation logistics usually follow the path of least resistance. States and regions realize that to keep and attract manufacturing and industrial development, there must be planning and investment freight networks.

In 2013, the East-West Gateway Council of Governments finished a regional freight study. One of the key recommendations was a regional freight coordinating council. The Illinois Department of Transportation has increased planning for freight through recent reports including the 2012 Statewide Rail Study and the 2012 Freight Mobility Study.

On a federal level, the popular Transportation Funding Generating Economic Recovery (TIGER) funding has been often been allocated toward freight projects of regional and national importance.

Identification of freight routes and priority projects will allow prioritization of state, regional, and local capital improvement budgets. It will also allow more competitive grant applications.

Identification of freight routes will also help avoid future conflicts with transportation and land-use. Communities can use the location of freight routes in future land use planning decisions to help avoid future conflicts and incompatible uses.

RecommendationsThe Port District should work with facility operators, county highway departments, the East-West Gateway Council of Governments, and the Illinois Department of Transportation to develop designated freight routes within the Port District. The routes should have a hierarchy including national/statewide significance and regional/local significance. Priority projects along the freight corridors should be listed in the Port Districts annual list of priority capital improvement projects.

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7. A Four-Lane Highway within the Port District.

Strategic ImportanceAn additional four-lane highway in the Port District would allow better access to regional transportation networks and the interstate system. A four-lane highway would also reduce current conflicts with freight movements on existing two lane highways.

Context and Background Currently, there are limited four-lane highways within the Port District. Illinois State Route 3 is four lanes from Interstate 255 south to Waterloo. East/West Route 15 is four lanes, but only in the northern part of the Port District.

The East-West Gateway Council of Governments 2040 Long Range Transportation plan does not identify any proposed projects or studies for Route 3 south of Waterloo.

The scope of this report does not include analysis of possible four lane highways in the Port District. However, based on stakeholder interviews and past studies, Route 3 would likely be the priority four-lane highway route by extending the four lanes from Waterloo through Baldwin and to Murphysboro. In 2012, the Port District board passed a resolution supporting a four-lane connection between I-255 and Murphysboro that was endorsed by the Jackson [County, IL] Growth Alliance.

Route 4 would be of secondary consideration for expanding to four lanes. Another considered alternative is extension of Interstate 24 from Interstate 57 through the Port District to St. Louis. (See Figure x.x for Route 3 Map)

Realization of a four-lane highway would be a long term effort requiring additional planning and analysis. Long term, an environmental impact statement (EIS) would be required. An EIS would be a two to four year process with intensive public input. A feasibility study examining the potential economic development, traffic volumes, freight volumes, and reductions in freight conflicts would help build a case for a four-lane highway and a next step of an EIS.

RecommendationsThe Port District should coordinate with regional planning agencies and the Illinois Department of Transportation to conduct a feasibility study of expanding Route 3 as a four-lane highway from Waterloo through Baldwin and to Murphysboro. The Port District should also coordinate with and support efforts to extend Interstate 24.

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CHAPTER 4



STRATEGIC OBJECTIVES,GOALS, AND ACTIONS

Strategic Objective: Be an Economic Catalyst for Southwestern Illinois

Goal: Pre-screen potential large development sites (300+ acres) within the Port District.

Action: Coordinate with economic development agencies and regional utilities to development a list of pre-screened sites within the Port District. Sites should have access to utilities and multi-modal transportation options.

Goal: Market available sites within the Port District.

Action: Make available on the Port District website the master plans for each of the Port District facilities.

Goal: Create and regularly update Port District facility master plans and capital improvement plans.

Action: Update Port District facility master plans every five years.

Action: Communicate with IDOT updates on facility master plans and capital improvement plans for opportunities for state and federal port and freight funding programs.

Goal: Strengthen Scott Air Force Base (SAFB) multi-modal shipping options by utilizing the Kaskaskia River for primary or redundant shipping options.

Action: Initiate a feasibility study to evaluate the opportunity for a fuel pipeline from Fayetteville to Scott Air Force Base and barge fuel shipments from Fayetteville to Scott Air Force Base.

Action: Consider opportunities for bulk, container on barge, and project cargo to serve Scott Air Force Base.



Goal: Develop the Fayetteville Facility.

Action: Develop the phase 1 facility per the facility master plan.

Action: Work with Peabody Energy to utilize Fayetteville for future shipping.

Goal: Support changes to the state Port Authority authorization to broaden the economic and development powers of Port Districts.

Action: Work with other regional and statewide Port Authorities to advocate for increased economic development powers.

Action: Identify model state statutes, such as Ohios statute for Port Authorities to guide updates for Illinois statutes.

Action: Work through the Illinois Department of Transportations freight advisory committee to advocate for increased economic development powers.

Action: Ensure legislation includes enhancements in Port Districts role in: economic development, natural resources, security, governance, and grant applications.

Goal: Promote the development of the Prairie State Energy Campus and other op-portunities for large development sites.

Action: Provide a link to the Prairie State Energy Campus website from the Port District website.

Strategic Objective: Be an Economic Catalyst for Southwestern Illinois



Strategic Objective: Be a Key Gateway to the Mississippi River

Goal: Be an integral part of the M-55 Marine Highway.

Action: Coordinate with a regional port working group and the Illinois Department of Transportation to ensure that the Kaskaskia River is included as part of the M-55 Marine Highway designation.

Action: Ensure Port District or regional representation on the Illinois State Freight Advisory Council (ISFAC).

Action: Ensure Port District or regional representation on the Illinois Interagency Port Working Group.

Goal: Evaluate potential for the Port District to include all of St. Clair County and include the Southwest Regional Port District.

Action: Conduct one-year evaluation process to determine feasibility of incorporating the Southwest Regional Port District into the Kaskaskia Regional Port District.

Goal: Seek opportunities to leverage a Union Pacific Railroad connection and rail yard at the Kellogg facility on the Mississippi.

Action: Develop a master plan and cost for a rail loop expansion and entry improvements.

Action: Seek opportunities for development outside of the levees.



Strategic Objective: Visibility

Goal: Increase awareness of the Kaskaskia River and the Port District regionally and statewide to better position the Port District for future funding opportunities.

Action: Provide strategic plan progress updates to state legislators, Illinois Department of Transportation, and a regional port working group.

Action: With other regional and statewide Port Districts, conduct advocacy events for state legislators to raise awareness of river shipping.

Action: Work with county and state Farm Bureau offices to reinforce the benefits of river shipping.

Goal: Develop a marketing and communications plan for the Kaskaskia River in conjunction with the LKSI and other partners. Focus on recreation, water supply, and conservation audiences in addition to shipping importance.

Action: Develop individual marketing sheets and talking points for the importance of: recreation, water supply, conservation, and shipping.

Goal: Quantify the economic impact (and equivalent replacement cost where appli-cable) that the Kaskaskia River provides for each of the following: recreation, water supply, and shipping.

Action: Support and coordinate with appropriate partners on an economic impact study for each of the following: recreation, water supply, and shipping.

Action: Use economic impact study to raise awareness of the importance of recreation, water supply, and shipping with elected officials and the general public.

Goal: Modernize the Port Districts corporate graphic standards including the logo, branding, and message.

Action: Develop new Port District corporate graphic standards including a logo that represents the mission and values of the Port District.

Action: Develop corporate graphic standards and branding guidelines to create a consistent image across multiple medias, including signage, electronic, print and other venues.

Action: Develop a comprehensive communications plan for internal and external customers.



Strategic Objective: Visibility

Goal: Increase visibility of Port District Facilities.

Action: Develop a way finding plan for Port District facilities to increase adjacent highway visibility for the public and visitors.

Action: Develop consistent nomenclature for Port District facilities.

Goal: Coordinate with local tourism groups and Tourism Bureau Illinois South to promote recreation-focused events on the Kaskaskia such as birding, boat racing, fishing tournaments, etc.

Goal: Consider strategic opportunities to engage with regional and statewide Port Authorities, freight advocates, and other key stakeholders to raise awareness of river freight and river issues.

Action: In coordination with other statewide Port Authorities, attend a Day at the Capitol to raise awareness with state legislators on the importance of river shipping and raise the profile of the Port District.



Strategic Objective: Multi-Modal Shipping

Goal: Keep the River Channel navigable.

Action: Investigate public/private partnerships for river dredging and other maintenance and operations activities.

Goal: Increase competiveness of barge shipping on the Kaskaskia with barge ship-ping on the Mississippi by evaluating the feasibility of increasing the Kaskaskia River pool elevation.

Action: Work with the St. Louis District of the Corps of Engineers to conduct an environmental assessment of raising the existing navigation pool elevation.

Action: As part of the environmental assessment study, coordinate and seek input from the public, land-owners, communities, stakeholders, and agencies.

Goal: Enhance highway connections through the Port District, especially for freight routes.

Action: Develop a priority list of freight improvement locations and coordinate with the East-West Gateway Council of Governments Long Range Transportation Plan and IDOTs Statewide Freight Plan.

Action: Work with the East-West Gateway Council of Governments, IDOT, and each county to conduct a feasibility study of expanding Route 3 to four lanes from Waterloo through Baldwin to Murphysboro. The feasibility study would be a precursor to a full Environmental Impact Study.

Action: Support efforts to extend Interstate 24 from Interstate 57 to St. Louis.

Goal: Invest in key railroad spur connections.

Action: Develop list of priority railroad spur projects.



Strategic Objective: Multi-Modal Shipping

Goal: Identification and development of a new Port Facility between Evansville and the Lock and Dam.

Action: Identify available Port District property and land designated within the Kaskaskia River Navigation Project Land and Water Use Master Plan as Industrial Use or Multiple Use Management.

Action: Indentify sites and develop a site master plan.

Action: Development the proposed CEDS plan component for the Roots Road Industrial Park in Randolph County.

Goal: Promote transload opportunities, especially at KRPD #1 with connection to Canadian Northern Railroad.

Action: Provide information on website about Class 1 rail linkages.

Action: Promote the KRPD #1 facility master plan connection to Canadian Northern Railroad.

Goal: Work with private and public partners to develop an in-river donor barge transfer station upstream from Lock and Dam.



Strategic Objective: Recreation Opportunities

Goal: Increase public access to the river and surrounding IDNR lands.

Action: Coordinate with IDNR on grant opportunities and capital projects to increase public access.

Action: Coordinate with IDNR, IDOT, communities, and Tourism Bureau, Illinois South for increased signage to access points.

Goal: Increase recreational opportunities along the river.

Action: Investigate feasibility of additional camping and RV facilities, either public or private.

Goal: Encourage ecotourism opportunities like canoeing, kayaking, birding, and wildlife viewing.

Action: Continue successful annual Eagle Fest at the Lock and Dam.

Action: In conjunction with communities and other partners, conduct a river-related event in Monroe and St. Clair counties to go with the existing Eagle Fest event in Randolph County. Events should be equally spaced throughout the year.

Goal: Create a trail connection north and south along the Kaskaskia River with spur connections to recreational destinations like the World Shooting and Recreation Complex.

Action: Develop a feasibility study and conceptual trail plan to identify order of magnitude costs, access points, seasonal restrictions due to hunting, and the potential for spur connections.



Strategic Objective: Environmental Stewardship

Goal: Become the greenest port district in the region.

Action: Utilize low impact development techniques for future facility construction using the Sustainable Sites Initiative (SITES) and Envision as guidelines.

Goal: Identification and implementation of conservation best practices to reduce silt and other non-point source pollutants in the river from agriculture and urbanization within the watershed.

Action: Promote the CREP (Conservation Reserve Enhancement Program) within the Kaskaskia watershed. Coordinate with IDNR, Soil Water and Conservation Districts, and Farm Bureau.

Action: Promote green infrastructure strategies, especially in the Silver Creek and Richland Creek watersheds.

Goal: Coordinate with partners to promote regional green infrastructure strategies toward reducing flood events.

Action: Promote green infrastructure strategies at a regional, community, and site scale.

Action: Promote CREP (Conservation Reserve Enhancement Program) participation for lands along the River.

Goal: Maintenance and control of invasive species.

Action: Removal of trees from spoil sites.



Strategic Objective: Collaboration

Goal: Continue strong relationships with state and federal agencies including the Economic Development Administration, USDA Rural Development, Delta Regional Authority, the U.S. Army Corps of Engineers, the Illinois Department of Natural Resources, and the Illinois Department of Transportation.

Action: Provide regular updates on progress and needs with regional, state, and district offices.

Action: Continue participation in LKSI, a regional port working group, and other organizations that bring together state and federal partners.

Goal: With the U.S. Army Corps of Engineers, explore operations and maintenance options.

Action: Coordinate with congressional delegation and the U.S. Army Corps of Engineers on opportunities resulting from the Water Resources, Reform and Development Act (WRRDA) for pilot projects.

Strategic Objective: Maximize Port Revenue

Goal: Analyze existing port lease agreements.

Goal: Seek opportunities to expand bonding capacity.

Goal: Seek expanded partnerships within statutory authority.

Action: Explore collaboration with airports within the Port District for collaboration.

Action: Research and find case studies of partnerships.



Strategic Objective: Maximize Port Revenue

Goal: Analyze existing port lease agreements.

Goal: Seek opportunities to expand bonding capacity.

Goal: Seek expanded partnerships within statutory authority.

Action: Explore collaboration with airports within the Port District for collaboration.

Action: Research and find case studies of partnerships.

Strategic Objective: Organizational Development

Goal: Create a long-term board development plan.



CHAPTER 5



PORT DISTRICTFACILITY PLANSThis Chapter includes information for each Port District Facility regarding:

Existing Conditionst Businesses and Operatorst Commodities and Productst Transportationt Port District Propertyt Port District Leases

Master Plant Future opportunitiest Future capital improvements

Facility Mapst Existing Conditions and Parcel Informationt Floodplain Informationt Facility Master Plans



Existing Conditions

LocationThe future Fayetteville Terminal is located at River Mile 36 on the east bank of the Kaskaskia River. The Terminal is located just east of Fayetteville in St. Clair County. Existing Businesses and OperatorsThere are no current business or operators. See the Master Plan section for target businesses and operators.

Commodities and ProductsThere are no current commodities or products. See Master Plan section for future plans for commodities and products.

Transportation HighwayThe Fayetteville Terminal is adjacent to Illinois Route 15. A new entry road is scheduled for construction in 2014.

Transportation - RailroadThe Fayetteville Terminal is not currently served by rail.

Port District PropertyThe Port District owns 124 acres at the Fayetteville Terminal.

Port District LeasesThe Port District has no leases at the Fayetteville Terminal.

Fleeting AreaThere are existing fleeting areas along the east bank.

Adjacent PropertiesAdjacent property is both public and privately owned. The State of Illinois owns land along the river south of the Fayetteville Terminal.

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Documents

Port district strategic plan draft