A letter from Executive Director Kevin Greenwood

Strategy — it’s a word that means thoughtful planning, careful steps, and thinking through possible outcomes. To be strategic is to act with intention toward a clear goal. You see it in sports, where coaches craft game plans. Or on TV, when contestants use strategy to win a big prize. For me, it was training to summit Mt. Hood — and I made it in May of this year!

At the Port of Hood River, strategy guides everything we do. Every five years, as the state requires, we put together a Strategic Business Plan. Right now, we’re nearing the end of our 2021–2026 plan, which makes this a good time to look back and see how well we’ve followed through.

When we developed the 2021–26 plan, we held workshops, public meetings, and surveys to hear from the community. The message was clear: replace the Hood River–White Salmon Bridge. Our Commission and staff also agreed that financial self-sustainability in all Port operations had to be a priority, with future bridge tolls being reserved solely for existing bridge maintenance, operations and replacement. Looking back over the last four years, I believe the Port has made real progress on both fronts.

Since 2021, we worked hard with our neighbors in Washington to form the bi-state Hood River White Salmon Bridge Authority (HRWSBA) and transferred our grants and contracts to the HRWSBA. Thanks to these efforts, the HRWSBA has done an excellent job securing grants and government funds have been secured, and about half of bridge tolls is dedicated to the cause. Starting July 2026, 100% of bridge tolls will be used strictly for bridge operations, maintenance and replacement; no tolls will be used for non-bridge related activities. The Port is no longer involved with the policy considerations related to the new bridge, but we are 100% supportive of the effort and committed to keeping the existing bridge safe and operable until the new bridge is up and running.

On the financial side, the Port staff and Commissioners have focused on sustaining our operations beyond toll revenue. We’ve worked hard to streamline costs and find new funding sources to maintain services. In 2023, we piloted nighttime electronic tolling, which proved both efficient and cost-effective, leading us to fully implement electronic tolling in April 2025. We also introduced new software tools to improve reporting and cost tracking across the Port.

Our commercial rental spaces are thriving again. The Port continues act as an incubator for small businesses in the Gorge, providing accessible industrial and commercial spaces. The Big 7 building now has tenants on every floor, with creatives and artisans making it their home. Recently, we welcomed a new Property Manager who is eager to advance the Port’s mission of promoting a healthy local economy, while ensuring that positive net income from our commercial and industrial buildings can be directed to our waterfront recreation assets.

As we push forward with the current plan’s goals, we’re also looking ahead to what comes next. The Commission and I are eager to hear from you — our neighbors, business owners, and visitors — about your vision for the Port over the next six years. Should the waterfront be the focus of the Port’s mission, or is it time to shift to new priorities that better serve Hood River’s future?

If you want to see what we’ve been working on, the full 2021–26 Strategic Business Plan is available on our website at  https://www.portofhoodriver.com/a-strategic-business-plan-will-guide-the-port-for-the-next-five-years. And as 2026 approaches, I invite you to join the conversation and help shape the Port’s next chapter.

Together, we can plan the route, climb the mountain, and enjoy the view.

— Kevin Greenwood
Executive Director
Port of Hood River

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