In 2020, the Port of Hood River will initiate major updates to its Strategic Business Plan (Plan), the guiding document for the Port Commission and staff regarding policies, operations, and projects over the next five or more years.
The process to prepare the Plan, including its final content and structure, must address significant future challenges on the horizon. As such, the organization has identified numerous key considerations to be covered in the Plan process.
Evaluate Critically. What has the Port done in the past, how has the landscape changed, what should be the Port’s core mission going forward?
Build from Evidence. Strategies and actions should be based upon a thorough evaluation of challenges and opportunities presented to the Port. The Plan should identify criteria for assessing how strategies and actions will perform in addressing these challenges and opportunities so that the best strategies and actions are adopted and pursued.
Address Uncertainty. The future of the current bridge and the potential loss of toll revenue is a significant unknown. The Plan should acknowledge this uncertainty and incorporate flexibility, contingency and monitoring into its Plan.
Prioritize Functions. Each of the wide array of functions that the Port carries out should be evaluated and prioritized from the standpoint of the current and future benefits each provides.
Engage the Public. Preparation of the Plan should include a significant public outreach effort including a public survey (see enclosed). The Plan is an opportunity to better inform the public as to the Port’s current activities and seek critical input.
Consider Different Audiences. The form and content of the final Plan should allow stakeholders with different purposes and backgrounds, to quickly get the information they deem relevant. That objective likely cannot be achieved with a single document.
Several assessments have been completed or are in the works to provide the Port Commission with concrete and contextual data on facilities, assets, and infrastructure, including the Port’s Interstate Bridge, Ken Jernstedt Airfield, port-owned buildings and land, waterfront development and recreation sites. Local economic data and trends will be considered as part of the strategic planning process.
“The Strategic Plan is intended to be a near-term playbook,” Port Executive Director Michael McElwee advises. “But we also want to think about the long-term future because of our important role as stewards of public assets.” McElwee considers one of the most important pieces of the Plan to be the Key Projects List, prioritized in order to not only focus the Port on its goals, but to qualify potential projects for State funding.
Public input is an important and valued part of the process. Public meetings are being scheduled in February, March, and May – check local news outlets and portofhoodriver.com for details. A community survey is available online through March 6th, with a print version included in this newsletter.
Methods of providing input to the Port for its Plan include:
Responding to an online survey posted at bit.ly/porthoodriver
Writing a letter or email to the Port
Mail letters to: Port of Hood River,
1000 E. Port Marina Dr., Hood River, OR 97031
Send an email to firstname.lastname@example.org
Plan process and schedule
The Port Commission will revisit its mission and values as part of the Plan process and conduct a “Situation Assessment” for the Port. Key plan elements will include a Management Plan, Financial Plan, Facilities Plan, and Economic Development Plan covering all the Port’s major interests including the bridge, airport, waterfront development, and waterfront recreation within the context of the region.
Project planning began last fall, and the effort is expected to conclude in June 2020 for a Strategic Business Plan that guides Port operations through 2026.
For further details, the complete schedule and background documents, visit www.portofhoodriver.com.