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Discover CharlestonDiscover Charleston

Port Anchors Area's Economy

History of the Port

A gentle breeze filled the sails of the small ship Carolina, pushing her up the Ashley River to a prime location on the bank of Albermarle Point. Stepping ashore, the settlers from across the Atlantic stood among the virgin trees draped in Spanish moss. They had been sent by eight English noblemen known as the Lords Proprietors, who had been granted the territory by King Charles II as a reward for their loyalty. The colonists' task was to establish Charles Towne - the first permanent English settlement in the Carolinas - as a profit-making venture on behalf of the Lords Proprietors.

While the high ground at Albemarle Point afforded a good vantage point for spotting Spaniards approaching the settlement by sea, the shallow creek leading to the landing could only accommodate a few ships at a time, making trade difficult for the colonists. So in 1680, the town moved to its present site on the narrow low-lying peninsula between the Ashley and Cooper rivers at the head of a broad bay leading to the Atlantic Ocean. Now able to accommodate a larger number of ships, trade in lumber, deerskins and indigo rapidly established Charles Towne's wealth and prosperity.

With the invention of the cotton gin and improvements in the cultivation of rice, Charleston's economy continued to grow. By 1750, Charleston was the fourth largest city in colonial America, and its wealthiest. Charleston Harbor served as a major shipping port for the rice and indigo produced throughout the region. It was also the first and largest port to receive slaves. "Cotton was king and rice was gold," and prosperous merchants and planters built lavish homes in Charleston as monuments to their extraordinary wealth.

During the Civil War, the port served as a lifeline to the Confederacy. Food, medicine and other supplies needed to support the troops in gray poured in through Charleston Harbor. Realizing the importance of this supply link, the Union Navy blockaded the harbor, greatly diminishing Charleston's value to the war effort.

After the Civil War, Charleston struggled to deal with its battered and broken economy. Without slaves to work the rice and cotton fields, the plantation system soon collapsed, and Charleston struggled to survive. Revival of the economy finally came with the establishment of a large U.S. Naval Shipyard in the Charleston area during World War I, and several military-related industries during World War II. The harbor came alive, and slowly but surely, Charleston again began to thrive.

South Carolina State Ports Authority (SCSPA)

The SCSPA operates five public marine terminals in the Charleston area: Union Pier and Columbus Street terminals in Charleston; North Charleston and Veterans terminals in North Charleston; and the Wando Welch Terminal east of the Cooper River (unincorporated Charleston County).

Today, Port Charleston is one of the busiest ports in the Southeastern United States. It is also one of the largest containerized cargo ports on the South Atlantic and Gulf coasts. The port's fine, nearly landlocked harbor handles both coastal and overseas trade, giving the South Carolina business community a direct link to the international marketplace.

The mission of the South Carolina State Ports Authority is to "contribute to the economic development of South Carolina by fostering and stimulating waterborne commerce and shipment of freight. In pursuit of this mission the Authority seeks to develop and operate efficient marine terminals and seaport facilities in Charleston, Georgetown and Port Royal, South Carolina."

What the Authority's mission statement can be refined to one word: productivity.

In 2007, the Port of Charleston was one of the busiest container ports along the Southeast and Gulf coasts. It is recognized as one of the nation's most efficient and productive ports. The Charleston Customs district ranks as the nation's sixth largest in dollar value of international shipments, with cargo valued at more than $60 billion annually.

During economic downturns, soft consumer spending and imports staying at home, there is a silver lining at the Port of Charleston - exports are up. Thanks in large part to the weak U.S. dollar, February was the second-best month in the history of the State Ports Authority for exports of loaded containers. Additionally, exports of cargo referred to as " breakbulk cargo" - goods that are difficult or impossible to transport in standard-size containers, such as automobiles - are up by a whopping 77 percent.

The flow of goods across Charleston's docks, including many products produced in South Carolina, have helped lessen the impact of a general downturn in cargo shipments nationwide.

For the port, managing the movement of ships in and out is like a giant chess game, where the rules are set forth, the strategy is planned, and all the players are put in place. And yet, the game has to progress around the moves made on both sides of the board.

According to the ports management "Nothing is random here,". "It's all by design. And it's paperless. If a ship is scheduled to dock at Wando Terminal on Tuesday at 6 a.m., the process of getting it cleared and docked begins the day before. When it arrives, we make certain the cranes are available and manned, the crews are called in to load or unload, and yard space is available for storage. We work closely with Customs and the Coast Guard, because they also have jobs to do."

However, the best-laid plans are often fraught with unpredictable problems, like weather or other delays. "The worst thing that can happen is to have a ship sitting in the harbor, unable to be unloaded. That costs the shipping line money, and we do whatever we can to prevent that from occurring."

Well over 2,000 ships come in and out of Charleston's port each year, an average of about six per day. The port operates 24 hours a day, with live personnel always available to handle any problems that may arise.

The Port of Charleston is always looking for a better, safer way of doing things, constantly seeking ways to improve communications through new technology. The SPA's fiscal year 2008 capital improvement program calls for $128.7 million in enhancements and equipment for new and existing facilities. In April 2007, the SPA received permits for a new three-berth, 280-acre marine terminal at the former Charleston Naval Base. The first phase of the terminal is underway and expected to open in six years.

It's all to reach the S. C. State Ports Authority's ultimate goal - unparalleled productivity for its customers. With this focus, Port Charleston will remain an anchor in the Charleston community, no matter which way the economic winds may blow in the future.

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