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2020 Strategic Plan Oxnard Harbor District, California, USA

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2020 Strategic Plan Oxnard Harbor District, California, USA We Make Cargo Move 2020 Strategic Plan Oxnard Harbor District, California, USA October 2015 TableofContents IntroducƟon .................................................................. 1 Vision and Mission ......................................................... 4 About the Port of Hueneme........................................... 5 Economic Vitality—Business RetenƟon and Growth ...... 9 MarkeƟng .................................................................... 15 Environment ................................................................ 17 InnovaƟon and Technology.......................................... 19 Strategic Partnerships .................................................. 21 Port of Hueneme 2020 Strategic Plan OxnardHarborDistrictBoardofHarborCommissioners Jess Herrera Dr. Manuel Lopez Arlene Fraser Jason Hodge Mary Anne Rooney President Vice President Secretary Commissioner Commissioner Introduction ver three years ago, the Port of Hueneme embarked upon an important journey developing policy and O engaging in workshops and strategy sessions to create the Port’s Įve Leadership PrioriƟes, deĮne its Mission and begin implemenƟng its AcƟon Plan, including the strategic planning process. Named the 2020 Port of Hueneme Strategic Plan, this document establishes a visioning tool for the Port administraƟon, reinforces its mission statement, and establishes goals and strategies to guide Port operaƟons, business retenƟon and growth and potenƟal future capital investments. A work product resulƟng from over a year of workshops, com- munity outreach and public meeƟngs, the Strategic Plan provides a 5-year planning horizon with a 20-year op- eraƟons and economic development vision. Through the planning process, the Port idenƟĮed strategic near- term and scenario-based long-range capital investments that will keep the Port compeƟƟve in a dynamic and changing global market. The Port’s moƩo is, “We Make Cargo Move”. With its open door policy, the Port Commission has a Ňexible, “can do” aƫtude, allowing easy access to Port management and decision makers. This type of aƫtude has provided the basis for the Port’s commitment to successfully plan and operate the Port. As such, a number of key prioriƟes have been adopted by the Commission, which are described on the following pages. Page 1 Port of Hueneme 2020 Strategic Plan EconomicVitality MarkeƟng Business retenƟon and further expansion are a top It is criƟcal to understand your target audience to priority at the Port of Hueneme. To sustain its role ensure the best returns on the Port’s markeƟng as an economic engine for the region, the Port investments. The Port’s markeƟng philosophy must keep pace with technology, automaƟon and responds to a diverse but targeted audience of infrastructure investments to diversify its cargo business, community and internal partners. It mix while opƟmizing land use on the terminal and recently adopted a new brand idenƟty, making a throughout the community. This creates long-term bold statement sƟmulaƟng broader awareness of business viability while expanding opportuniƟes to the Port’s compeƟƟve strengths and commitment export goods. The Port is also a viable economic to smart growth. The look is inspired by the engine for its community with over 10,226 trade- community’s agricultural heritage and the Port’s related jobs and that number keeps growing each original designaƟon as Port Hueneme, with global year cargo tonnage and mix grow. The key is to navigaƟon points merging at the center to form a have a shared vision for the Port’s future coupled compass needle. The new brand idenƟty and with a solid short and long-term plan. In this way, campaign promoƟng the Port as a high- the Port can engage the community and align its performance niche market port will help the Port vision and strategy with business and community realize its full potenƟal and remain a vital partners. economic engine for Ventura County. Environment The Board of Harbor Commissioners adopted Environmental Policy 106 in 2012 to serve as a holisƟc foundaƟon for making certain the District’s environmental policy is supported with clear prin- ciples and acƟonable ecological goals. ProacƟvely miƟgaƟng impacts, the Port’s Environmental Management Framework provides a roadmap for the implementaƟon of projects and programs that not only keep the Port compliant with its regulato- ry obligaƟons, but also move the Port beyond com- pliance. The Port has established an all- encompassing priority to preserve, protect and enhance natural resources, including air, water, soil/sediment, energy and marine life. In its consistent eīort to “be a good neighbor”, reaĸrm- ing the Port’s commitment to operate and grow in a responsible and sustainable manner in balance with its commitment providing economic vitality. Port of Hueneme 2020 Strategic Plan Page 2 InnovationandTechnology StrategicPartnerships The Port opens its doors to facilitate leading edge ProacƟve relaƟonships and eīecƟve communicaƟon technology innovaƟon in the port and mariƟme are a hallmark of today’s Port of Hueneme. The Port’s environment. The MariƟme Advanced Systems and elected oĸcials and staī are dedicated to its local and Technologies (MAST) Lab joins a federated network of regional community, collaboraƟng on common goals leading academic, research, test and evaluaƟon, that foster economic growth and community vitality. in-service engineering and operaƟonal centers Reinforcing this commitment, the Port works closely expanding the region’s ability to provide innovaƟve with the ciƟes of Port Hueneme and Oxnard, the Navy, soluƟons to naƟonal security, environmental and Naval Base Ventura County, regional and other local operaƟonal challenges. governments, and supports local educaƟonal and com- munity events and organizaƟons including sponsoring Stellar Biotechnologies, one of the Port’s invenƟve and hosƟng the annual Banana FesƟval. partners, is the only company sustainably producing Keyhole Limpet Hemocyanin (KLH), a vitally important pharmaceuƟcal protein used in research, while protecƟng the fragile California resource of giant keyhole limpets. Stellar’s Port waterfront locaƟon is an asset that allows the company’s marine scienƟsts to work closely with natural colonies of limpets. The company’s industry-leading aquaculture operaƟons beneĮt directly from the Port’s unique geography and security. In collaboraƟon with the Naval Postgraduate School’s Center for Asymmetric Warfare (CAW) and the Economic Development CollaboraƟve- Ventura County (EDC-VC), the Port hosts the annual MAST ExposiƟon. In concert with this ExposiƟon, the Port along with more than 90 local, state, and federal emergency response agencies, conducts the annual Coastal Trident Regional MariƟme Security and Response Exercise at Port of Hueneme and along the Southern California Coast. This is an example of the Port’s commitment to use the latest technologies to increase port and mariƟme security, and to further collaborate with emergency response agencies and personnel in the region to assure readiness. Page 3 Port of Hueneme 2020 Strategic Plan his 2020 Strategic Plan was developed through a comprehensive T public outreach eīort, including over 40 interviews with a diverse stakeholder base of Port customers, local and regional agen- cies, Ventura County businesses, and community stakeholders. In addiƟon to the interviews, mulƟple meeƟngs with the Port Operators Group were held and a public workshop was conducted on January 22, 2015. All in all, these outreach eīorts provided eīecƟve and Ɵmely opportuniƟes to hear consƟtuent’s needs and ideas, allowing the strategic planning process to inform the Port’s prioriƟes, more strategically deĮne objecƟves and maximize capabiliƟes. Through its mission statement, the Port endeavors to grow jobs and port-related businesses while being a reliable partner with neighboring communi- Ɵes, the region, and its trading partners. Vision To operate as a self-supporƟng Port that enforces the principles of sound public stewardship maximizing the potenƟal of mariƟme-related commerce and regional economic beneĮt. Mission To be the preferred Port for specialized cargo and provide the maximum possible economic and social beneĮts to our community and Industries served. GoalsandStrategies ResulƟng from a comprehensive outreach eīort commencing in November 2014, a number of goals and key strategies have been idenƟĮed, providing guidance for the Port’s conƟnued success with business operaƟons and economic growth. The goals and strategies align with the Board of Harbor Commissioner’s Leadership PrioriƟes. Port of Hueneme 2020 Strategic Plan Page 4 AboutthePortofHueneme he Port of Hueneme is strategically located The Oxnard Harbor District collects no taxes, operaƟng T approximately 60 miles northwest of the major enƟrely on Port business generated funds. However, metropolitan center of Los Angeles. The Port’s physical as a Special Purpose District, the Port of Hueneme is characterisƟcs make it an ideal harbor, protected from also eligible for public grants. The Port’s relaƟonship severe storms by the nearby Channel Islands. The Port with the City of Port Hueneme represents a longstand- of Hueneme is owned and operated by The Oxnard ing collaboraƟon, and will remain a vital component Harbor District, created in 1937, as an independent for successful community building and economic special district (business enterprise) and chartered as a development iniƟĂƟves looking forward. The Harbor poliƟcal subdivision of the State of California.
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