The vendor required to provide strategic business plan (SBP) in 2021 plan by incorporating feedback from commissioner elected in the spring 2025 election.
- Background research and evaluation of 2021 – 2026 SBP implementation
• Review the PREVIOUS SBP goals and action items.
• Categorize each project in the existing SBP as: complete, in progress, ongoing, deferred, or no longer feasible.
• Document rationale and lessons learned.
• Review and incorporate applicable elements of the state of strategic business plan (SBP) template for ports, as outlined in the 2010 statewide strategic business plan and subsequent guidance issued by business state.
• Ensure final SBP deliverables conform to required state formatting, structure, and content expectations for eligibility under oar 123-025-0016.
• Collect, inventory, and review relevant planning documents, technical reports, and studies prepared within the past five years that inform port operations and strategy.
• These may include, but are not limited to:
o Airport master plan
o Marina basin planning study
o Bridge capital improvement list
o Recent port buildings CIP
o Real estate transaction policy
o Real estate asset strategy
o Marina and waterfront visioning efforts
o County land use plans
o Waterfront and marina policies
o Financial administrative policies
o Economic impacts of the port of hood river
o Fall and spring planning session summaries
1. Task assumptions
• Task will utilize existing data provided by the port, or readily available online.
• No new studies will be completed.
• Memo will be up to 5 pages, including a summary matrix.
• Port staff will lead fall and spring commission planning sessions.
• Consultant time to attend and prepare for the kick-off meeting will be held under task 0, project management.
- Stakeholder engagement
• Refine and execute a public engagement plan to engage with the following stakeholders: port tenants and business owners, city and county officials, recreational user groups, community organizations, and the general public.
• Public engagement will include structured opportunities for stakeholders to provide input across all port service areas and will be conducted to align with three project phases, including:
o Background and stakeholder interviews
o Draft plan
o Final plan and adoption
1. Engagement activities will include:
• Online surveys to gather input on priority projects and draft plan goals and policies.
• Port commission briefings.
• Public meetings held at each key project phase.
• Maintain stakeholder database and comment log.
• Coordinate the creation of three short-form, accessible micro-videos with a spokesperson (TBD) to explain key planning concepts or project outcomes.
• Develop a series (3) of fact sheets (could be frequently asked questions) based on planning session feedback and online input to address misperceptions and promote transparency.
2. Task assumptions
• Stakeholder list and contact information will be provided by the port with consultant input.
• Port staff will engage regional and legislative partners throughout the process to inform strategy and support alignment.
• Port staff will monitor news and social media and share comments with consultant.
• Consultant will consider port-developed comment matrix in development of the SBP.
- Needs assessment
1. Market assessment
• Conduct an analysis of regional economic and employment trends to identify current and emerging industry clusters relevant to the port district and broader mid-Columbia region.
• This work will entail a detailed analysis of primary and secondary market area demographic and economic activity, market capture rates, absorption forecasts, and target markets.
• Utilize available data from economic development organizations, workforce boards, and recent industry reports to assess sector growth potential and alignment with port infrastructure or real estate.
• Prepare a 5-, 10- and 20-year development program for market-supportable commercial, industrial, and recreational development needs within the port district.
• Include potential capture rates of future development within existing port-owned land and facilities.
- Strategic planning
• Review existing port organizational policies, procedures, and administrative documents to identify opportunities to strengthen governance, clarify authority, and improve administrative efficiency.
• Provide recommendations for new or updated policies that support effective and modern administrative function.
• Facilitate a review and update of the port's mission, vision, and goals.
• Facilitate a swot (strengths, weaknesses, opportunities, threats) work session with port commission and key stakeholders.
• Identify and prioritize strategic initiatives across:
o Capital improvements
o Management and operations
o Finance and revenue
o Environmental sustainability
o Marketing and economic development
• Document and summarize key planning assumptions.
• Develop a land use and zoning strategy:
o Review current land use map
o Identify opportunities and no-net-loss strategies
o Coordinate with city planning and economic development staff
• Provide recommendations for the relocation of port administrative and facilities offices.
- Contract Period/Term: 3 years
