We Make Cargo Move

2020 Strategic Plan Oxnard District, California, USA

October 2015

TableofContents

IntroducƟon ...... 1 Vision and Mission ...... 4 About the 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. District provides funding to the City of Port Hueneme to extend services necessary to support Port acƟviƟes. The Oxnard Harbor District’s policies are set by a Įve- member Board of Harbor Commissioners elected The Port of Hueneme is vital in the intermodal logisƟcs at-large from the District, including the City of Port supply chain, signiĮcantly contribuƟng to the overall Hueneme, City of Oxnard and unincorporated beach economic health of Ventura County and Southern communiƟes. The Harbor District’s day-to-day California. Its marine terminals handle automobiles, business operaƟons are administered by a CEO/Port containerized cargo, break bulk fruit, and general Director and staī. cargo such as project cargo, military cargo and liquid ferƟlizer. With over 15 percent of California’s total By its charter, the Oxnard Harbor District can acquire, squid catch transiƟng the Port of Hueneme, this construct, own, operate, control or develop any and mariƟme gateway plays a signiĮcant role in the com- all harbor works and faciliƟes necessary to eĸciently mercial Įshing industry. The Port oīers eĸcient near- accomplish its mission, funcƟoning in compliance with dock rail access provided by the Ventura County the California Coastal Act, the and NavigaƟon Railroad (VCRR), a short-line railroad operated by the Code ,local land use permiƫng processes and the Genesee & Wyoming (G&W) Railroad. California Environmental Quality Act in realizing the District’s Vision. It prepares and controls its own Cargoes moved via the Port’s marine terminals are budget, and assumes Įscal responsibiliƟes for all Port produced and consumed within the greater Ventura construcƟon, maintenance and administraƟon. As a County region, the State of California, as well as landlord port, commercial companies and private throughout the Southwest and Western . enƟƟes enter into terminal operaƟng agreements with In addiƟon, the Port is an important oīshore-oil sup- the Harbor District. The terminal operaƟons, there- port center for plaƞorms in the . fore, are the responsibility of the respecƟve private Since FY 2010, the Port’s waterborne commerce, commercial company. measured by tonnage, has grown 27 percent.

Page 5 Port of Hueneme 2020 Strategic Plan

Commercial Trade Gateway with InternaƟonal Market Reach

10,226 Total Direct, $69 Million Annually in $1.1 Billion Induced, Indirect and State and Local Taxes From Total Economic AcƟvity Related Jobs MariƟme AcƟvity

Port of Hueneme 2020 Strategic Plan Page 6

he Port of Hueneme’s marine terminal oīers 120 acres of Port- T owned land and 34 acres of Joint Use area for cargo handling and mariƟme-related acƟviƟes. Available vessel berthing faciliƟes include:

ඵ Wharf 1 (Three 600-foot berths) — Commercial Cargo ඵ Wharf 2 (Two 700-foot berths) — Commercial Cargo ඵ Wharf 3 (One 1,000-foot berth-Joint Use) — Commercial Cargo ඵ Wharf 4,5 & 6 (License Agreement with the Navy) ඵ 1 Shallow DraŌ (320 linear feet) — Squid Fishery ඵ 4 Floats (approximately 600 feet of ŇoaƟng dock) — Small CraŌ

AccommodaƟng over 1.4 million annual tons of cargo, the 154 total available acres requires coordinaƟon and operaƟonal Ňexibility to keep the Port running eĸciently. The mariƟme industry is evolving with larger-capacity vessels and modern cargo handling pracƟces to manage costs and gain economies of scale. Keeping pace with industry expectaƟons, the Port posiƟons itself to:

ඵ Modernize the Port’s wharf infrastructure, complemenƟng the U.S. Army Corps of Engineers (USACE) channel deepening eīort creaƟng a 40-foot deep harbor, allowing higher capacity vessels to berth. ඵ Support cargo operaƟons with modern, high performing support faciliƟes, such as climate controlled warehouses, cargo treatment, and gates. ඵ Implement eĸcient cargo handling and vessel support systems, including shore power infrastructure, environmentally conscious equipment and fuels and lighƟng.

Marine terminal faciliƟes and operaƟons are directly supported by a comprehensive oī-terminal industrial infrastructure and logisƟcs system. Eĸcient terminal access and internal circulaƟon that minimize impacts to the adjacent community while supporƟng high-velocity operaƟons are essenƟal for sustaining Port growth. With a Įxed terminal area and limited adjacent expansion opportuniƟes, strategically integraƟng on-terminal infrastructure with oī-terminal support faciliƟes is criƟcal for the Port to achieve high performing, higher density cargo operaƟons that strengthen the region’s funcƟonal mariƟme-industrial footprint.

Page 7 Port of Hueneme 2020 Strategic Plan

Year End Approximate Comparison Fiscal Year Fiscal Year 2015 Tonnage Import AcƟvity 2015 to 2014 Auto Imports S 14.6% 300,161 Fruit & Vegetable Imports S 11.0% 116,673 Banana Imports  0.00% 655,643 FerƟlizer Imports S 15.0% 140,000 Export AcƟvity Auto Exports T 26.6% 20,922 Fruit & Vegetable Exports (Apples, Pears, Oranges, Grapes, S 300.0% 37,899 Stone Fruits, Vegetables) Import/Export Combined General Cargo (Not speciĮc cargo as idenƟĮed in S 54.3% 157,384 the Port's Tariī No. 7) DomesƟc Shallow DraŌ Cargo S 4.2% 28,400 (Fish, Lube Oil and Vessel Fuel) Kīshore Oil DomesƟc S 3.8% 55,511

Port of Hueneme 2020 Strategic Plan Page 8

EconomicVitality—BusinessRetentionandGrowth

Goal: By bringing together business and government enƟƟes, the Port of Hueneme aims to retain and grow domesƟc and internaƟonal trade and economic development through best-in-class support faciliƟes, operaƟons and services.

he Port’s legacy supporƟng the Southern California Gateway is T strong, complemenƟng the of Los Angeles and Long Beach by oīering niche market services to perishables/fresh fruit, automo- bile, Įsh, project, bulk and liquid bulk cargoes.

The Port is known for its impeccable customer service and uncongested access to major transportaƟon corridors. Business retenƟon and development remain at the core of the Port’s economic vitality focus. The Port enjoys key geographical posiƟon centrally located on the US West Coast, and serving as the Port of choice for the distribuƟon of product throughout the enƟre United States. It is the preferred logisƟcs hub for its customers imporƟng from Asia, Europe as well as South and Central America. The Port’s top Trading Country Partners are Germany, South Korea, UK, China, and .

Total imported goods value in 2014 was over $8 billion. The Port of Hueneme is also a premier port for agricultural exports to Asia and Europe. Total export for 2014 was valued at over $1.2 billion.

The Port of Hueneme began in 1937 with its mission then to provide California’s central coast agricultural community with an ocean link to the global market. It quickly became known as “the Port the Farmers Built.” Ventura County now ranks among the top 10 counƟes in the United States by total crop value. The Port of Hueneme’s commitment to the region’s agriculture industry also includes the transportaƟon of essenƟal materials for farm producƟon such as liquid ferƟlizer, equipment and project cargo.

Page 9 Port of Hueneme 2020 Strategic Plan Key Strategies

Business RetenƟon and Growth ඵ ProacƟvely advocate for and Over seven decades of responsive evoluƟon, and a commitment to enhance customer and supply sustain this business, the Port has created a modern refrigerated chain partner service quality. terminal measuring over 230,000 square feet supported by: ඵ Become the West Coast Port Hub ඵ Oī-terminal distribuƟon centers, for Ro/Ro services, a fundamental component of the Port’s niche ඵ Temperature-controlled faciliƟes, market focus. ඵ Transload operaƟons including eĸcient cargo treatment and reefer support, ඵ Expand the Ňexibility of the Joint Use Area and Navy Outlease ඵ Processing for the Įsh industry, and Program terms, reducing ඵ 627 plugs for refrigerated containers (on- and oī-terminal) commercial and operaƟonal risk to NBVC and Port customers. The Port embraces its role connecƟng Ventura County and the State of California to the world by sea. As such, it is a strong advocate for the New Business OpportuniƟes expansion and uƟlizaƟon of the Americas Marine Highway Program for ඵ Further develop the “California Fresh Port” concept to domesƟc markets, and promotes the development of new retain and aƩract fresh fruit and internaƟonal short sea shipping logisƟcal opƟons. By promoƟng short produce business. sea shipping, the Port develops new trade opportuniƟes while ඵ Increase local agricultural product reducing congesƟon on the regional road and rail networks. exports. Since 2014, the Port has extended mulƟple internaƟonal trade ඵ Pursue oī-port opportuniƟes missions developing new trading partnerships and strengthening its that elevate on-port terminal markeƟng presence throughout the PaciĮc Rim and LaƟn America. Ğĸciency and capacity. ඵ Expand, as needed, and promote Foreign Trade Zone #205 access and capabiliƟes, beneĮƟng Port operaƟons and ĂƩracƟng new business. ඵ Seek MariƟme AdministraƟon (MARAD) Project DesignaƟon to support grant pursuits. ඵ Pursue Strategic Commercial Port designaƟon with the Department of Defense (DOD) and MariƟme AdministraƟon (MARAD). ඵ Promote the advantages and Ğĸciencies of Americas Marine Highway Program and Short Sea Shipping.

Port of Hueneme 2020 Strategic Plan Page 10

It is important to note that capitalizing on the Port’s inherent geographic and niche operaƟonal strengths requires a coaliƟon of public and private partnerships to sustain local and regional success. The Port collaborates directly with stakeholders and public/private agency partners to coordinate economic development iniƟĂƟves, long-range planning and policy-making that beneĮt the region.

ProacƟvely anƟcipaƟng global market changes, the strategic planning process included mulƟple scenario-based planning concepts to prioriƟze near-term and long-range capital investments. Projects currently idenƟĮed to keep the port compeƟƟve and ad- vance marine terminal eĸciency, producƟvity and safety include:

ඵ NavigaƟonal channel and berth deepening to 40-feet ඵ RelocaƟng non-water dependent faciliƟes oī terminal ඵ ReconĮguring internal terminal circulaƟon ඵ Building demoliƟon to increase on-dock staging capacity ඵ Shoreside Power and other air quality improvement measures ඵ Modernized cold storage and cargo treatment faciliƟes ඵ Reefer Rack systems for stacked refrigerated containers ඵ Pavement upgrades to support heavy cargo and equipment ඵ South terminal rail spur extension ඵ ConƟnued support for Port Intermodal Corridor (PIC) projects

Page 11 Port of Hueneme 2020 Strategic Plan Key Strategies

Waterside Investments These projects comprise the Port’s most current 5-year capital ඵ Support the USACE harbor investment plan. The Port’s capital plan looks out 5 years and deepening eīort. Įnancing is approved for each upcoming Įscal year by the Board on an annual basis. The 5-year capital investment plan will be Ɵed to the ඵ Implement the Port’s berth deepening program. Strategic Plan as a reference document. Project Funding and Fiscal Planning The mulƟple concept scenario plans supporƟng the strategic planning ඵ Educate public about the value process provide a 20+ year lens looking out to the Port’s operaƟonal of important measures that and development future, oīering alternaƟve courses of capital leverage federal funding. development depending on market condiƟons. The development ඵ Pursue Grants and Public concepts and other support materials are available for reference. Private Partnerships For instance, if break-bulk transiƟons to containers rapidly over the ඵ Incorporate Įscal planning and next Įve years, the Port will upgrade its infrastructure in a diīerent operate with Įnancial discipline way than if this transiƟon occurs over one or two decades. There is a that enhances the return on concept plan for each of these scenarios plans that support the Port’s investments in the short- and priority niche market sectors. Not knowing with certainty how markets long-term. will emerge in an ever-evolving and dynamic mariƟme industry and Terminal Eĸciency global economy, the concept scenario plans allow for the Port to ඵ Seek opportuniƟes to create prepare for the future with a more adaptable and Ňexible approach. Ğĸcient, safe and highly uƟlized terminal operaƟons. The concept scenario plans will be updated regularly consistent with market forecasts and projects will be integrated into the capital 5-year ඵ Relocate non-water dependent uses oī terminal. capital plan as investments are determined prudent to advance the Port’s compeƟƟve posiƟon. ඵ Implement recommendaƟons from the Port ‘s Traĸc Management Study. ඵ Accommodate the market-based transiƟon from bulk and palleƟzed cargo to containerized operaƟons. ඵ Increase on- and oī-dock Port capacity to service its customers’ organic growth and meet demand for new business opportuniƟes. ඵ Coordinate operaƟons and nurture business development opportuniƟes with the Genesee & Wyoming Railroad and Union PaciĮc Railroad.

Port of Hueneme 2020 Strategic Plan Page 12 Key Strategies

Agency CoordinaƟon Goal: The Port of Hueneme will work in unwavering partnership ඵ Integrate the Port’s strategic Plan with local, regional, state and federal agencies to create an with the TransportaƟon Plans of: integrated transportaƟon network that accommodates safe and ඵ Ventura County TransportaƟon Ğĸcient goods movement. CommiƩee (VCTC), ඵ Southern California AssociaƟon of Governments (SCAG), and nencumbered access to the commercial highway, water channel ඵ California Department of U and mainline rail networks represents a fundamental necessity TransportaƟon (CalTrans) for the Port’s sustained operaƟons, service and growth. The Port’s ideal locaƟon provides uncongested access to industrial and commer- ඵ Coordinate truck access and egress routes with the CiƟes of Port cial centers of Ventura and Los Angeles CounƟes. In partnership with Hueneme and Oxnard and NBVC. the Ventura County TransportaƟon CommiƩee and its member ciƟes, ඵ Work with federal, state, and the Port supports coordinated regional transportaƟon investments local governance to advance the including arterial roadways, highways, public transit and pedestrian Port Intermodal Corridor projects. faciliƟes which ulƟmately beneĮt good movement within and through- Land Use and LogisƟcal Eĸciency out Southern California. Highlights of the exisƟng transportaƟon net- ඵ Increase rail uƟlizaƟon by work include: collaboraƟng with tenants and ඵ The Port Intermodal Corridor (PIC), a $60 million uncongested railroad partners. strategic access route that connects the Port’s main entrance with ඵ Assess land availability for strategic Highway 101, Interstate 5, and beyond. acquisiƟons or public/private development opportuniƟes ඵ Access roads, which are speciĮed commercial truck routes, have supporƟng the Port’s growth. been designated “Highways of NaƟonal SigniĮcance”, since they ඵ Align Port plan with the Joint Land also serve Naval Base Ventura County (NBVC). Use Study, support implementaƟon of the Joint Land Use Study ඵ ĸcient near-dock rail access provided by the Ventura County consistent with Port’s objecƟves. Railroad (VCRR), a short-line railroad operated by Genesee & ඵ Support development of third Wyoming (G&W) Railroad. The VCRR currently extends for just party logisƟcs provider capacity over 12 miles on four branches and plays a signiĮcant role in the in Ventura County. transport of freight and goods serving the industrial areas of South ඵ OpƟmize truck turn-around Ɵmes Oxnard, the Port , and the Naval Base Ventura County Port and truck staging logisƟcs. Hueneme Division. The VCRR connects with the Union PaciĮc ඵ Improve signs and wayĮnding Railroad (UPRR) Coast Main Line in nearby downtown Oxnard. along freight corridors. The Port of Hueneme received authorizaƟon from the U.S. Army Corps Port Safety and Resiliency of Engineers (USACE) to deepen the shipping channel from 35 to 40 ඵ Enhance Port security, disaster feet. With channel deepening, ocean carriers can use a 36.5-foot draŌ preparedness and situaƟonal allowing carriers to more fully uƟlize the vessel’s cargo capacity and awareness carry addiƟonal tonnage per call. The Port’s berth deepening program ඵ Incorporate deferred maintenance will provide 40-foot deep berths, providing deep-draŌ vessel into an overall capital budget and investment plan. conƟnuity from the harbor, through the channel and at the berth.

Page 13 Port of Hueneme 2020 Strategic Plan Key Near-Term Capital Investments ඵ Channel Deepening Project ඵ Berth Deepening Project ඵ Port Intermodal Corridor (PIC) projects ඵ Mariner’s Center ඵ Reefer Racks, creaƟng dense container operaƟons ඵ Shoreside Power Phase II ඵ Building demoliƟons and

relocaƟons, creaƟng a more r o

d Ğĸcient terminal footprint i r r

o ඵ ReconĮgure Terminal C

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a CirculaƟon d o

m ඵ On-terminal Refrigerated r e t Storage upgrades n I

t r ඵ Near-terminal Refrigerated o P Storage capacity investments ඵ Port lighƟng, HVAC and security fencing

Port Intermodal Corridor

Key TransportaƟon Project PrioriƟes Port Intermodal Corridor (PIC) projects, $60 million investments ඵ Grade SeparaƟon at Rice Avenue and East 5th Street ඵ Port Hueneme Road Widening ඵ Rice Avenue Paving (allowing for State Route designaƟon)

Other Ventura County Goods Movement Projects ඵ Highway 126 Widening ඵ Harbor Blvd. at Gonzales Road ඵ Channel Islands Boulevard IntersecƟon Improvements Widening ඵ Pleasant Valley Road at E. 5th St. ඵ Harbor Boulevard Widening IntersecƟon Improvements ඵ Wendy Drive Bridge Widening ඵ Central Avenue Widening ඵ Santa Clara Avenue Widening ඵ Victoria Avenue Widening

Port of Hueneme 2020 Strategic Plan Page 14

Marketing

Key Strategies

ඵ Implement business markeƟng Goal: The Port aims to maintain its reputaƟon as being one of iniƟĂƟves in niche business sectors: the best ports on the U.S. west coast, including California, ඵ Perishables/Fresh Fruit Oregon and Washington, through mulƟ-level markeƟng, ඵ Ro/Ro customer coordinaƟon and communicaƟon. ඵ Automobiles

ඵ Project Cargo ඵ Liquid Bulk ඵ Bulk t is criƟcal to understand its target audience in order to ensure the ඵ Market eīecƟvely to target best returns on the Port’s markeƟng investments. The Port audiences including community I and internal stakeholders. developed a markeƟng philosophy that responds to a targeted audi- ence of business, community and internal partners. A unique quality ඵ Implement a proacƟve and eīecƟve media/press strategy. of the Port of Hueneme that diīerenƟates it from other west coast ඵ Ʃend Trade Shows and Industry ports is its operaƟonal coordinaƟon and shared commitment to excel- Conferences. lence among Port users and customers. The Port of Hueneme is truly ඵ Send and receive Trade Missions a community where Ňexibility and shared common values enable Port and DelegaƟons to emerging customers, logisƟcs partners, labor and Harbormaster staī to markets. proacƟvely anƟcipate issues and collaborate to overcome any ඵ Engage in customer leases and obstacle that would otherwise undermine an eĸcient and safe operaƟonal agreements that operaƟonal environment. sustain operaƟonal Ňexibility and customer collaboraƟon. Port staī is enabled and empowered to inform decision making and ඵ Develop an interagency communicaƟons plan to jointly create a results-oriented culture. With increasing cargo volumes capture economic opportuniƟes, moving through a dynamic and ever-changing landscape of automo- share in the cost of environmental biles, project cargo, trucks and workers, every person on the terminal protecƟon, and facilitate decision parƟcipates in execuƟng mariƟme operaƟons daily. A port is only as making transparency. good as its people! ඵ Coordinate and eīecƟvely pursue supplemental grant funding for capital projects with local, state and federal oĸcials. ඵ Encourage conƟnued proacƟve communicaƟons and eīecƟve collaboraƟon among stakeholders. ඵ Embrace process transparency and invite opportuniƟes to improve Port performance.

Page 15 Port of Hueneme 2020 Strategic Plan

Over the last three years, the Port signiĮcantly By engaging the community, the Port is now open to expanded its outreach capabiliƟes by implemenƟng a the public for tours, providing an excellent interacƟve Strategic AcƟon Plan (a precursor to this Strategic learning experience tailored for elementary, secondary Plan), including a rebranding campaign, increasing the and post-secondary educaƟon levels. The annual Port’s compeƟƟveness in the mariƟme market, en- Banana FesƟval provides a family oriented and highly hancing awareness within the community and an Ɵcipated event creaƟng a unique opportunity for development of the Port’s 2020 Strategic Plan. A new the community to experience the Port with tours, arts website presence, E-News, Social Media outreach, and craŌs, educaƟonal displays, and mariƟme related business development kit, a commitment to experiences, all while enjoying one of The Port’s transparent processes and proacƟve communicaƟons largest imports — bananas! have become the hallmark of today’s Port.

Port of Hueneme 2020 Strategic Plan Page 16

Environment

Goal: To minimize or avoid negaƟve environmental impacts within the working waterfront while growing business within the Port’s environmental framework.

he Port of Hueneme stands commiƩed to protecƟng the T environment and supporƟng a healthy quality of life. The Port plays a valuable role in the health and viability of the local and region- al economies and takes very seriously its role as an acƟve community partner and environmental steward. For example, in 2014 the Įrst vessel plugged into the Port’s $13.1 million shore power system, providing land-based power to cargo ships at berth, allowing them to shut down diesel engines and dramaƟcally reduce emissions.

PromoƟng the Port’s environmental stewardship eīorts is a proven way to build support and trust from the local community. This is why community engagement is a vital component of Port’s environmental framework.

The Port’s environmental framework is a criƟcal element of the Port’s community engagement and “Being a Good Neighbor”. The Port works closely with other community organizaƟons and associaƟons that foster sustainable economic development within the community, including, but not limited to:

ඵ US Naval Base Ventura County ඵ US Customs and Border ඵ US Department of ProtecƟon (CBP) TransportaƟon ඵ California Coastal Commission ඵ US Coast Guard ඵ California State Coastal ඵ US Environmental ProtecƟon Conservancy Agency (EPA) ඵ California Air Resources Board ඵ US Department of Energy ඵ California Energy CoaliƟon ඵ US Department of Agriculture ඵ Ventura County Air PolluƟon (USDA) Control District ඵ US Animal and Plant Health ඵ City of Port Hueneme InspecƟon System (APHIS) ඵ City of Oxnard

Page 17 Port of Hueneme 2020 Strategic Plan

PortEnvironmentalFramework Key Strategies Programs and IniƟĂƟves ඵ Implement the Port Environmental Framework and Board adopted environmental policy. ඵ Fully implement the Shore Power program. ඵ Implement the Port’s Stormwater Improvement Plan. ඵ Incorporate the Coastal Trail into transportaƟon plans and projects. ඵ Develop long-range policy to Incorporate climate change, sea level rise adaptaƟon and resiliency with infrastructure investments. ඵ Build in marine terminal and infrastructure resiliency to ensure long-term logisƟcal conƟnuity within a changing climate. ඵ Promote cleaner burning fuels usage for terminal, oī-terminal and vessel Partnerships conƟnue to be formed that explore and realize synergies operaƟons. Replace convenƟonal to build joint ventures. As such, under its environmental framework, diesel with propane-fueled trucks key areas of air quality, water quality, marine resources, sediments, and electrify cargo handling energy eĸciency and climate change would be suĸciently addressed. equipment to reduce on-dock This Strategic Plan, therefore, becomes threaded with the concept of emissions. sustainability balanced with economic vitality. RelaƟonships and Outreach Community engagement is achieved by soliciƟng input from the ඵ Develop partnerships with energy and environmental stakeholders to community residents and other stakeholders, educaƟng the public on advance green iniƟĂƟves. the Port’s environmental framework and success, and seeking partnerships to prosper the following environmental programs: ඵ ParƟcipate in public policy and legislaƟon as partners to governing ඵ Clean Air Program agencies ඵ Clean Water Programs ඵ Pursue Grants and Public Private ඵ Geographic InformaƟon Systems (GIS) Partnerships ඵ Soil/Sediment Programs ඵ Inform public policy and legislaƟon. ඵ Energy Programs ඵ Integrate economic development ඵ Climate Change Programs into the surrounding region’s unique ඵ Marine Resources, Fisheries and Wildlife Programs natural and built landscape. ඵ Sustainability Programs

Port of Hueneme 2020 Strategic Plan Page 18

InnovationandTechnology

Key Strategies

Programs and IniƟĂƟves Goal: To foster ideas, innovaƟon and leading edge technologies ඵ Further develop MAST Program for the advancement of ports and the mariƟme environment. ඵ Facilitate on-terminal investments and operaƟons that increase

capacity, safety, eĸciency. he Port of Hueneme works with industry partners to innovate the ඵ Support revetment wall Investments and beach T mariƟme marketplace. For example, the relaƟonship with Stellar nourishment program. Biotechnologies, a world leader in sustainable Keyhole Limpet ඵ Explore uƟlity and renewable Hemocyanin (KLH) manufacture, a potent immune-ƐƟmulaƟng energy pilot programs to molecule used in acƟve immunotherapies or therapeuƟc vaccines. enhance energy eĸciency and Stellar Biotechnologies’ Port-based producƟon process uƟlizes adopt new technologies. aquaculture systems for the culƟvaƟon and protecƟon of the Giant ඵ Endeavor to implement state-of - Keyhole Limpet. The MariƟme Advanced Systems & Technology Labor- the-industry best pracƟces for atory (MAST) is a collaboraƟve research facility dedicated to fostering lighƟng, warehouse cooling, leading edge technology innovaƟon in the port and mariƟme fumigaƟon and shore power systems. environment. ඵ Incorporate logisƟcal resiliency Through MAST, the Port joins a network of leading academic, research, and disaster preparedness in test and evaluaƟon, and in-service engineering centers to further long-range planning endeavors. expand the naƟon’s ability to provide soluƟons to relevant challenges ඵ Improve vessel traĸc in the mariƟme domain. By leveraging the Port of Hueneme’s unique management systems . geographic, operaƟonal and environmental assets, MAST invites ඵ Expand Geographic InformaƟon entrepreneurs with an opƟmized soluƟon’s-based environment for System (GIS) capabiliƟes. sustained research, experimentaƟon and test programs.

RelaƟonships and Outreach ඵ Build partnerships with innovaƟve companies and agencies and apply for grants ඵ Facilitate innovaƟve alternaƟve energy sources and support research eīorts ඵ Explore alternaƟve means of connecƟng the marine terminal to near-dock processors and customers

Page 19 Port of Hueneme 2020 Strategic Plan

The MAST Lab joins a federated network of leading The Coastal Trident Program was established by the academic, research, test and evaluaƟon, in-service Port of Hueneme and in collaboraƟon with the Naval engineering and operaƟonal centers to further expand Postgraduate School’s Center for Asymmetric Warfare the region’s ability to provide soluƟons to naƟonal and Economic Development CollaboraƟve of Ventura security challenges, providing the collaboraƟve County as a comprehensive training, experimentaƟon, stakeholders with an ideal locaƟon for on-going, mari- and exercise program for the Port of Hueneme. Ɵme based research and evaluaƟon. Since its incepƟon in 2007, Coastal Trident has evolved MAST Lab contribuƟons and acƟviƟes include some into a regional mariƟme security and response the following: program, enabled by operaƟonal evaluaƟon of leading edge technology systems with parƟcipaƟon by over ඵ OPSTAR – Kīshore Plaƞorm Security Threat 100 agencies, and organizaƟons. Coastal Trident: Awareness and Response Program ඵ Coastal Trident ඵ Increases interagency planning, communicaƟon ඵ Lab – Incubator Hub and coordinaƟon related to hazardous materials ඵ Pilot Projects incidents at the Port of Hueneme. ඵ License Plate RecogniƟon ඵ Familiarizes responders with Port faciliƟes and the ඵ Paint Made from Tires unique issues of conducƟng operaƟons in the mar- ඵ Energy SoluƟons – AlternaƟve Fuels iƟme environment, increasing the ability of local ඵ Stellar Biotechnologies Projects emergency managers and emergency responders to safely and eīecƟvely respond to an incident.

ඵ Exercises the integraƟon of local, state and federal response agencies.

Port of Hueneme 2020 Strategic Plan Page 20

StrategicPartnerships

Key Strategies Goal: The Port strives to maintain and grow its external rela- Plan and Policy CoordinaƟon Ɵonships, proacƟvely addressing challenges and advocaƟng for ඵ Working with CalTrans and the innovaƟve, eīecƟve soluƟons with an eye towards long-range Southern California Association of sustainability and strengthening local, regional and global Ɵes. Governments (SCAG), advocate for

integrated transportation planning and goods movement policy and a ollecƟvely, Ventura County, the ciƟes of Port Hueneme, Oxnard national freight strategy. C and Ventura and Naval Base Ventura County (NBVC) and the Port ඵ Support Ventura County-wide support economic development acƟviƟes and pursuits. However, transportation initiatives that strengthen the region’s overall signiĮcant regional progress cannot be realized in a vacuum; it transportation network. requires an integrated partnership across a broader, diverse stake- ඵ Work with partner agencies, holder spectrum. The Port works diligently to collaborate with elected principally collaborating with the Žĸcials, government agencies and community interests at all scales to Cities of Port Hueneme and achieve common goals and objecƟves; bring regional prosperity and to Oxnard, to assure coordinated advance progress on mutually beneĮcial iniƟĂƟves involving: long range transportation and land use planning. ඵ transportaƟon infrastructure, ඵ Support the development of a ඵ water quality, comprehensive commercial truck ඵ air quality, transportation plan. ඵ internaƟonal and domesƟc trade , and ඵ In partnership with Cities of Port ඵ security Hueneme and Oxnard and NBVC, develop truck routes and traffic mitigation plans related to base access and egress.

Partnerships and Programs ඵ Launch Port public relations and educational awareness campaign promoting the Port. ඵ Continue active participation representing port and maritime interests at the federal and state levels. ඵ Collaborate with trade and maritime partners, industry associations and agencies to achieve common goals.

Page 21 Port of Hueneme 2020 Strategic Plan Key Strategies (conƟnued)

Partnerships and Programs ඵ Work with ILWU Local #46 and SEIU Local # 721 to sustain the Port’s renowned high-caliber work- force and service. ඵ Actively participate and support the Navy Outlease Program and Joint Use Agreement process to the mutual benefit of the NBVC mission and Port customer needs. ඵ Collaborate with NBVC and related advocacy groups such as the Regional Defense Partnership – 21st Century (RDP-21). ඵ Further develop innovative part- nerships under the MAST program, such as the successful work with Furthermore, the Port oīers an award-winning 12-week Global Trade Stellar Biotechnology. and LogisƟcs class for high school students and partners with local Regional Economic Development universiƟes to develop mariƟme educaƟon programs. In conjuncƟon ඵ Actively collaborate and promote with local businesses and port partners, The Port also oīers internship economic development with: programs and hosts an annual MariƟme Career Day. ඵ City of Port Hueneme ඵ City of Oxnard Today’s Port of Hueneme is inexorably linked with NBVC. In March of ඵ Naval Base Ventura County 1942, the Port was conscripted into service as a naval base, ඵ County of Ventura undergoing intensive infrastructure investments to support the World ඵ Economic Development War II eīorts within the PaciĮc theater. Following the War, the Collaborative—Ventura County (EDC-VC) mariƟme faciliƟes were incrementally returned to commercial ඵ Ventura County Economic operaƟons. Development Association (VCEDA) Sharing a common secured border, NBVC and the Port mutually ඵ Workforce Investment Board of beneĮt from various usage agreements, outlease programs and Ventura County (WIB) interagency operaƟons. Although upholding disƟnct and separate ඵ Economic Development missions, the Port, NBVC, CiƟes of Port Hueneme, Oxnard and Ventura CorporaƟon of Oxnard (EDCO) have developed opportuniƟes to support one another building strong ඵ Ventura County Transportation Commission (VCTC) interagency relaƟonships and focusing on common goals. Working ඵ Educational partners, including together, the relaƟonships have resulted in increased revenues to the the Oxnard Unified High School Navy and Port. The Port is dedicated to further strengthening these District, California Lutheran relaƟonships to the harbor complex’s overall economic and University and California State community beneĮt. University, Channel Islands.

Port of Hueneme 2020 Strategic Plan Page 22

Conclusion

Today, as partners in the Port, the Oxnard Harbor District and the U.S. Navy represent a criƟcal economic engine for our region. UlƟmately our commitment is not short-term nor short-sighted, but set in the long term belief that through understanding and sharing of a long range vision with our community and stakeholders much can and will be accomplished.

The Port of Hueneme is vital in the intermodal logisƟcs supply chain, signiĮcantly contribuƟng to the economic health of Ventura County and Southern California. Its marine terminals handle automobiles, containerized cargo, break bulk fruit, and general cargo such as project cargo, military cargo, bulk and liquid ferƟlizer.

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:

ඵ Economic Vitality ඵ MarkeƟng ඵ Environment ඵ InnovaƟon and Technology ඵ Strategic Partnerships

With the development and adopƟon of the 2020 Strategic Plan, the Port has established a visioning tool for the Port’s administraƟon, reinforced its mission statement, and established goals and strategies to guide Port operaƟons, business retenƟon and growth and future potenƟal capital investments.

Page 23 Port of Hueneme 2020 Strategic Plan We Make Cargo Move

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This Strategic Plan was prepared under the guidance and leadership of the Oxnard Board of Harbor Commissioners and Port staī with support by AECOM.