Members of the Ports-to-Plains Alliance, organizations and individuals from North Dakota, Montana, Alberta and Saskatchewan met in Regina on October 10 and 11, 2012 to develop a northern plan to enhance the Ports-to-Plains Corridor.

1.
NORTHERN WORKING
GROUP STRATEGIC
PLAN October 2012
Ports‐to‐Plains Alliance

2.
Contents
Strategic Priorities ........................................................................... 2
Norther Working Group Goals ......................................................... 3
Strategies and Work Plans ............................................................... 4
List of Attendees ............................................................................. 8
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3.
Northern Working Group Strategic Plan
Members of the Ports‐to‐Plains Alliance, organizations
and individuals from North Dakota, Montana, Alberta and
Saskatchewan met in Regina on October 10 and 11, 2012
to develop a northern plan to enhance the Ports‐to‐Plains
Corridor. Those who attended the two day planning
session are listed at the end of this document.
As displayed in the adjacent map, the corridor runs from
Mexico to Northern Canadai. Presentations at the
planning session from the Ports‐to‐Plains Alliance showed
the volume of tradeii is rapidly expanding along the
corridor and between the three countries. Trade and
other corridor information is available from the Ports‐to‐
Plains Alliance. Their website is www.portstoplains.com.
Strategic Priorities
On day 1 of the planning session, after a tour of the
Global Transportation Hub, Brandt Industries and Clear
Water Clarification Inc., the attendees brainstormed a list of priorities that a Northern Working
Group might pursue. These priorities were ranked in importance based on what could
realistically be accomplished in a 12 to 18 month timeframe. Each attendee voted for their
first, second and third priorities and the total scores are listed below. Five points were given for
a first place vote, three points for a second place and 1 point for a third place.
Brainstorming Northern Working Group Priorities Score
Need to establish a strong business case in the corridor (politics
1 will follow), SWOT analysis and optimization options 58
Must improve communications, awareness, cooperation and
2 respect differences. Embrace similarities and respect each other 38
Need more collaboration, education, partnerships and capacity
3 building 33
Corridors of national significance and commonality in freight,
4 corridor programs and permitting 33
Use of New West Partnership as a template to establish a method
5 of promoting movement of goods north/south 26
All levels of government (local, state, provincial, federal) need to
6 have an understanding of transportation planning/better control 22
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7 Create an awareness of the corridor assets 18
8 Develop uniform cross border datasets & analysis 18
Other infrastructureiii is also key, e.g., telecommunications,
9 border and highway technology 15
10 Improve service levels at border crossings 14
Senior level of governments need to reward projects and groups
based on collaboration, education, partnerships and capacity
11 building 12
12 Need ongoing communications about freight movements 10
How can Swift Current develop something related to their transit
network? Promote their location advantage for North/South
13 movements 9
14 Need to establish corridor trading targets 6
15 Trade & Security need a common language 4
Need to involve other Provincial/State Groups ‐ STEP, National
16 Trucking Association, etc. 2
Need to have a strategy with Federal Governments (US, Canada,
17 Mexico) 1
Northern Working Group Goals
The next step was to further refine these opportunities and to eliminate any duplication and
overlap. The priorities were then consolidated into the following key goals.
 Establish a strong northern business case for the corridor (politics will follow),
develop a SWOT analysis and optimization options. Develop uniform cross
border datasets and analysis. Establish corridor trading targets by each mode
of transport (i.e. road, rail, pipeline, air etc.) and by timeframe (2016, 2021,
2026, and 2031).
 Collaborate, educate, create partnerships and build capacity along the
northern sections of the corridor. Need to have a strategy to include Federal,
State and Provincial Governments and involve industry and business groups
(e.g., STEP, National Trucking Association, REDAs, etc.). Senior level of
governments need to be encouraged to reward those groups involved in
collaboration, education, partnerships and capacity building.
 Work with CBP & CBSA to improve border service levelsiv and ensure security.
Need ongoing communications about freight movements and trade. Need to
respect differences and embrace similarities on both sides of borders and
respect each other. Trade promotion and border security need a common
language.
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 A corridor of national significance must have common corridor programs,
regulations and permitting. Use New West Partnership Agreement
(Saskatchewan, Alberta and British Columbia) as a template to implement
standardized regulation and movement of goods north/south.
 All levels of government (local, state, provincial, federal) need to have an
understanding of the importance of transportation and infrastructure planning
and have better control. Need to create an awareness of the value of the
north/south corridor assets.
 Other infrastructure is also important, telecommunications, highway and
border technology, etc.
 How can the region’s communities, like Swift Current, develop something
related to their transit network and location advantage to promote
North/South movements?
Strategies and Work Plans
The planning session attendees spent most of the second day developing the following working
plans for each of the strategies.
GOAL: DEVELOP NORTHERN BUSINESS CASE FOR CORRIDOR
The goal is to “establish a strong business case to the affected governments within the Ports‐to‐
Plains economic region that raises the priority of the trade relationship in terms of
transportation and economics.”
Strategy A: Development of Northern Timing Implementation Partners Leaders
Business Case for Ports‐to‐Plains Corridor
1. Gather existing data setsv for PtoP ST  Community Futures  John Parker
economic region that addresses SW  Monty Salberg,
transportation and economic needs  Ports‐to‐Plains Alliance
2. Test the data with governments and other ST  Eastern Alberta Trade
organizations Corridor
3. Gather additional needed data, including ST  SWTPC
urban and rural benefits  State and Provincial
4. Finalize the business case MT Governments
5. Develop a marketing & communications MT  Local Governments
plan for the business case  Economic
Development
Organizations
 Chambers of
Commerce
 Business & Industry
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Timing:
 Short Term is within 6 months
 Medium Term is 6 to 12 months
 Long Term is 12 to 18 months
GOAL: BUILD NORTHERN WORK FORCE CAPACITY AND PROMOTE
EDUCATIONAL/BUSINESS EXCHANGES
The attendees identified the need to build the capacity and capabilities of the Northern
Working Group through partnerships and collaboration with municipalities, economic
development agencies, and senior levels of government and so on. This strategy also includes
developing educational exchanges and business exchanges, as well as internships to foster
greater understanding of issues and solutions along the corridor from Mexico to Canada.
Strategy B: Collaborate, educate, create Timing Implementation Partners Leaders
partnerships and build capacity
1. Develop a list of potential partners and ST  Higher Education  Len Mitzel
stakeholders, understand their needs and including Universitiesvi,  Bruce Anderson
find common interests. Define criteria for Community Colleges
partnering. Identify benefits and Trade Schools
2. Invite partners to meet and discussion ST  State and Provincial
common issues and develop joint actions Elected Officials
3. Start process over and expand MT  State and Provincial
partnerships and networks Government Staff
Strategy C: Advocacy Process for Federal,  Local Governments
State and Provincial Governments with  Economic
Partners Development
1. Examine and create an advocacy process ST Professionals
and plan with partners. Learn from best  Ports‐to‐Plains Alliance
practices  Transportation
2. Initiate advocacy plan MT Associations
 Theodore Roosevelt
Strategy D: Create an education plan to Expressway Assoc.
support Ports‐to‐Plains economic objectives  Highway 2 Assoc.
1. Create linkages with HEIs along the ST (Montana)
corridor  Wild Horse Border
2. Identify opportunities for internships and MT Committee
faculty/student exchanges
3. Develop MOUs between institutions and LT
partners
GOAL: IMPROVE BORDER SERVICES AND STANDARDIZE TRANSPORTATION
REGULATIONS ALONG CORRIDOR
The attendees felt strongly that border services need to be improved in both hours and
streamlined regulations. There is a distance of 600 km (373 miles) between the 24 hour border
crossing at Raymond/Regway (eastern Saskatchewan) and the next 24 hour port at
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Sweetgrass/Coutts (Alberta). Therefore, southwest Saskatchewan and eastern Alberta have
limited crossing hours, which negatively impacts commercial and personal travel.
It was also identified that the lack of uniform regulations along the corridor and between
countries resulted in inefficiencies, higher transport costs and delays. These are significant
barriers to trade and economic development.
Strategy E: Improve Border Hours and Timing Implementation Partners Leaders
Commercial Access Along US/Canada Border
1. Establish task force committee on border By Nov.  Municipalities  Tim Cheesman
issues and security 15th  Transportation  Bob Sivertsen
2. Organize a joint meeting with CBSA and Invitations Associations
US CBP for early 2013, after US election by Jan  Ports‐to‐Plains
a. Invite Border officials, 10th  Economic Dev.
provincial/state officials and Associations
industry to discuss issues and  Government staff
solutions  Elected Officials
b. Discuss US/Canada Security  CBP
Perimeter Agreement and  CBSA
border consultation plans  RMCP
3. Advocate for joint facilities at border MT  Federal Elected
crossings Officials
Strategy F: Develop common corridor  Theodore Roosevelt
transportation programs, regulations and Expressway Assoc.
permitting  Highway 2 Assoc.
1. Advocate that States and Provinces adopt MT (Montanan)
standardized regulations and permitting  Wild Horse Border
using the New West Partnership as an Committee
Agreement
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GOAL: PROMOTE THE VALUE IN COORDINATED INFRASTRUCTURE PLANNING AND
INVESTMENT AND IMPROVING THE USE OF TECHNOLOGIES ALONG THE CORRIDOR
AND CONNECTING HIGHAY NETWORKS
The participants felt governments needed to better understand that benefits of the trade
corridor and value associated with improving highway, telecommunications and other
supporting infrastructure. Also, attendees from the Swift Current area want to explore the
benefits of developing a transportation logistics hub in the area to support economic growth
and trade.
Strategy G: Encourage Saskatchewan Timing Implementation Partners Leaders
membership in Ports‐to‐Plains
1. Solicit Provincial Ministries, local  Higher Education  Dan Martens
governments, industry and other including Universities,  Ervin Carlier
organizations to jointly contribute to PtoP Community Colleges
membership and Trade Schools
Strategy F: Investigate the feasibility of MT  State and Provincial
establishing a transportation logistics parks in Elected Officials
participating communities including the Swift  State and Provincial
Current area. Government Staff
 Local Governments
 Economic
Development
Organizations,
Regional and Local
 Chambers of
Commerce
 Ports‐to‐Plains Alliance
 Eastern Alberta Trade
Corridor
 Transportation
Associations
 Theodore Roosevelt
Expressway Assoc.
 Highway 2 Assoc.
(Montanan)
 Wild Horse Border
Committee
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9.
List of Attendees
First Last Title Company City St / Pr
Nicholas Anderberg LBPA U.S. Customs and Border Patrol Scobey MT
John Andersen Economic Dev Officer Lloydminster EDC Lloydminster SK
Bruce Anderson Director Centre for Management Development, U of Regina Regina SK
Faisal Anwar Economic Dev Officer City of Yorkton Yorkton SK
North/South trade Corridor Committee "Crossing the
Ervin Carlier Saskatchewan Co‐Chair Medicine Line" Val Marie SK
Tim Cheesman Project Manager Moose Jaw ‐ Regina Industrial Corridor Initiative Regina SK
Sharon Dickie Mayor Town of Shaunavon ‐ SWTPC Shaunavon SK
Wayne Elhard MLA Cypress Hills Govt Saskatchewan Eastend SK
Jordan Gaw Manager Saskatchewan Trade & Export Partnership Regina SK
Larry Hiles CEO Regina Regional Opportunities Commission Regina SK
John Hopkins Chief Executive Officer Regina & District Chamber of Commerce Regina SK
Alan Hyland Chair Palliser Economic Partnership Bow Island AB
Joe Kiely Vice President Ports‐to‐Plains Alliance Limon CO
Cal Klewin Executive Director Theodore Roosevelt Expressway Association Bowman ND
Trevor Koot President Swift Current & District Chamber of Commerce Swift Current SK
Mike Makowsky Ministry of Highways and Infrastructure Regina SK
Dan Martens City Councillor City of Swift Current Swift Current SK
Lisa McIntyre Regina Chamber of Commerce Regina SK
Tim McMillan Minister Responsible for Energy & Resources Government of Saskatchewan Regina SK
Russ McPherson General Manager MidSask CFDC Outlook SK
Dwight Mercer Principal DGMercer Eco Research Regina SK
Len Mitzel Eastern Alberta Trade Corridor Etzicom AB
John Parker General Manager Community Futures Southwest Swift Current SK
Ryan Rath Border Patrol U.S. Customs and Border Patrol Plentywood MT
Michael Reeves President Ports‐to‐Plains Alliance Lubbock TX
Matt Robinson RCMP Regina SK
Laura Ross MLA Regina Qu‐Applle Valley Government of Saskatchewan Regina SK
Barry Rudd Mayor Town of Maple Creek, SK Maple Creek SK
Marty Salberg Director of Business Development City of Swift Current Swift Current SK
Bob Sivertsen President Hwy 2 Association Havre MT
Warren Steinley MLA Regina Walsch Acres Government of Saskatchewan Regina SK
Marilyn Steranka Principal Steranka Special Projects Regina SK
Carol Thomson Economic Development Officer Paintearth Economic Partnership Society Castor AB
Elroy Trithardt General Manager Community Futures East Central Broadview SK
FACILITATORS
 Mark Lemmerick, Vice President, Global Transportation Hub
 Dave Stewart, Senior Business Consultant, McNair Business Development Inc.
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10.
ENDNOTES
i The Province of Manitoba, including the City of Winnipeg (railway and air cargo hub), should be included in future discussions.
ii The statistical tables presented by Joe Kiely need to be sourced, referenced and verified. In addition, the data needs to be
simplified and broken down by mode of trade and also direction of trade. This information must be able to clearly illustrate the
opportunities and the obstacles to both the general public and the political decision makers. Mode of trade should include the
following: (1) trucking, (2) railway, (3) pipeline, (4) air cargo, and (5) other. The data sets should also show trends in trade levels
for a least ten (10) years to partially compensate for short‐term corrections in trade. This type of data also needs to be uniform
for Mexico, the United States and Canada in terms of definitions.
iii "Other infrastructure" must include all forms of transport including railway, pipeline and air cargo. Trucking is generally feasible
for distances under 500 miles and therefore becomes more of a local regional issue rather than a trans‐continental issue. The
PTP Corridor is not feasible to all parties if it is restricted to only truck/highway transport.
iv A survey of transport businesses is needed to identify specific border crossing issues and then also quantify these issues.
Without specific documentation, any discussions on improving border services while maintaining the American interests in
national security will remain vague and largely unresolved.
v
Some examples of specific data sets could include the following:
 Road/bridge capacity (weight and dimension restrictions) from Texas to Regina, Winnipeg, Calgary and Edmonton
 Railway/bridge capacity (weight and dimension restrictions) from Texas to Regina, Winnipeg, Calgary and Edmonton
 Air cargo capacity(weight and dimension restrictions) from Texas to Regina, Winnipeg, Calgary and Edmonton
 Pipeline types and capacity
 Identification of aging infrastructure likely to affect transport over the next 5‐25 years
 Logistical support nodes for North‐South road and railway product movement (truck stops, engine/tire repair facilities, railway yards etc)
 Locational and logistical benefits by mode of transport of the PTP Corridor
 Locational and logistical "bottlenecks" by mode of transport negatively affecting the PTP Corridor
 Mapping of the positive logistical benefits within the PTP Corridor
 Mapping of the negative logistical gaps within the PTP Corridor ‐ notation on logical solutions
 Mapping of the "Preferred Future" by 2016, 2021, 2026 and 2031
 Listing of all Chambers of Commerce/Boards of Trade for all municipalities within the PTP Corridor
 Listing of all transport‐related government ministers/representatives by province/state within the PTP Corridor
 Listing of the 100 largest businesses by province and state within the PTP Corridor
 Listing of all post‐secondary research institutions by province and state within the PTP Corridor
 Preliminary data collection on a strategic road, railway, air cargo and pipeline system for the PTP Corridor
vi Include the "Canadian Plains Research Institute" from the University of Regina and also research other specific research
institutions within the PTP Corridor. A moderate amount of "free" research can be obtained from graduate studies. Also, the
University of Nebraska has just published "The Atlas of the Great Plains" which provides a great deal of descriptive geographic
information of immediate use to the PTP Corridor.
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