0Strategic Plan
2007
0MISSION
To enhance the region’s economy and quality of life  
by providing efficient cargo and air passenger access 
to national and global markets.
VISION 
The Port of Portland is a catalyst for access to 
national and international destinations and markets, 
which is fundamental to the region’s economic vitality. 
Its global connections enrich the lives of people 
within the Port’s extended market area, capturing 
the economic, social, and cultural benefits of the 
world marketplace. The Port is financially viable, 
environmentally responsible, and responsive to its 
stakeholders and the community it serves.
1StrategIc PlaN
This strategic plan seeks to focus the Port’s energies on five 
strategic objectives. It explains the context in which the 
Port will operate during the next three to five years and the 
strategies that the Port will employ to reach its objectives. 
Associated with each strategic objective is a set of desired 
outcomes that serve as indicators of whether or not these 
objectives have been met. They describe, in a broad fashion, 
what the Port expects to look like or to be doing in 2010.
 Specific metrics will be included in the business plans 
that each division of the Port (e.g., the Marine and Industrial 
Development Division and the Aviation Division) prepares 
each year. These metrics will help the Port gauge its progress 
toward business plan goals and link the strategic plan, 
divisional business plans, and individual employees’ goals and 
objectives. The metrics represent targets which, if achieved, 
will result in meeting the desired outcomes and, ultimately, 
the strategic objectives in the strategic plan.

3SItUatIONal aNalYSIS
The Port of Portland is one of a handful of large consolidated 
port authorities in the United States that operate marine, 
aviation, and industrial facilities. In particular, the Port 
operates four marine terminals, Portland International 
Airport (PDX), two general aviation airports, and several 
industrial parks. A network of two interstate highways, two 
mainline railroads, a deep-draft federal navigation channel, 
and an upriver barging system transport cargo and passengers 
to and from the Port’s facilities.
 The Port derives almost all its revenue from business 
transactions with the users and tenants of its facilities. A 
very small property tax base provides about three percent of 
the Port’s overall revenue. Furthermore, the medium size of 
the Port’s market requires it to compete vigorously for marine 
and air service that could easily be located in more heavily 
populated markets. As a result, the Port has always been 
challenged to remain cost-competitive while securing enough 
revenue to fund operations and make capital improvements. 
This financial challenge will grow as the Port pays for its 
clean-up obligations in the Portland Harbor Superfund 
site and for more stringent federal cargo and passenger 
security requirements. On the other hand, as a consolidated 
port authority, the Port has the opportunity to generate 
organizational improvements that will help it remain cost-
competitive and respond to changes in private sector  
logistics practices.
International trade trends
The rapidly growing Asian economies will continue to 
significantly increase the demand for trade access into and out 
of the United States. The major trade facilities on the West 
Coast (marine terminals and air cargo facilities) are operating 
near or at capacity. In addition, the ability of the highway and 
rail system to handle the additional international volumes 
from the gateways and the domestic freight volumes inland is 
limited by private sector business decisions and constrained 
and fractured public infrastructure funding and decision-
making. These dynamics create commodity flows and system 
impacts that present both opportunities and challenges for the 
Portland-Vancouver region. 
 The Portland-Vancouver region is one of four primary 
international trade gateways on the U.S. West Coast. Its 
economy depends heavily upon trade due in large part to 
its geographic location and the multi-modal nature of its 
transportation system. The latest commodity forecasts for the 
region project a doubling of freight volume over the next 20 
years. While this represents only about a 2-3 percent annual 
growth rate, it is slightly faster than the projected population 
growth rate over the same time period. The region’s medium-
sized market base, position as a West Coast gateway with 
certain constraints, and attractiveness as an area with good 
livability are some of the factors that will affect the Port of 
Portland’s ability to grow as an air and sea gateway in the 
Pacific Northwest. 
4Maritime trends
The Port’s four marine terminals on the Willamette and 
Columbia rivers handle a wide variety of cargos. Large 
volumes of wheat, potash, and soda ash are exported from 
Terminals 4 and 5, making the Port one of the leading bulk 
cargo ports in the United States. With two automobile 
facilities at Terminal 6 and one at Terminal 4, the Port is the 
largest auto import gateway on the U.S. West Coast. The Port 
also handles large volumes of breakbulk cargo, primarily steel 
slab at Terminal 6 and steel rail at Terminal 2. Finally, the 
Port owns and operates a container facility at Terminal 6 that 
provides a critical transportation connection for local and 
regional farms  
and businesses.
    The volatility 
of the container 
business line, which 
is a significant 
driver of the Port’s 
overall General Fund 
financial performance, 
is a major strategic 
issue for the Port. In 
2004, the Port lost 
two major container 
services and more 
than 50 percent of 
its container volume. 
Since then, the Port 
has successfully 
regained much of the lost service and volume. However, 
during 32 years of operation, the Terminal 6 container 
business has performed inconsistently both financially and 
from the perspective of service continuity to regional shippers.
 The Port of Portland is unique in that it both owns and 
operates the Terminal 6 container terminal. Container 
terminals at other West Coast ports are generally operated 
by private firms on land owned by port authorities. Under 
the current public port operating model, the Port has been 
unable to obtain the long-term commitments from container 
carriers that are needed to stabilize container business line 
performance. The 40-foot deep Columbia River channel and 
Portland’s relatively small local import market have also been 
obstacles to securing long-term agreements. In contrast, many 
U.S. container ports, including all other major West Coast 
container ports, have obtained long-term lease commitments 
from ocean carriers and/or terminal operators. 
 Certain trends in the marketplace suggest the time is 
right for the Port to consider alternatives to its public port 
operating model. One such trend is that carriers are seeking to 
diversify their gateway facilities to handle growth and reduce 
risk. Another important trend is the strong interest of private 
investment funds in container terminal infrastructure. 
  Automobiles, grain, breakbulk, and dry bulks are the 
mainstays of Port maritime activity, and the Port has recently 
experienced activity at or near record levels in each of these 
areas. In the short term, a primary challenge will be to 
preserve capacity on the rail system to move the increased 
volumes associated with these business lines. Studies indicate 
that over the longer term, market conditions may result in the 
need to expand existing facilities or build new facilities, both 
of which could signal a need for additional land dedicated to 
marine cargo handling.
rail trends
Much of the cargo that is exported and imported through the 
Port of Portland is transported to and from the Port’s marine 
terminals by rail. For example, most of the wheat and all of 
the potash and soda ash exported from the Port arrive in 
Portland by rail. A significant share of the automobiles and 
steel rail imported through the Port are railed to the U.S. 
interior for distribution. Two of the major class I railroads,  
the Union Pacific and BNSF Railways, serve the Port’s  
marine facilities. 
 Class I rail service 
performance has 
improved since the last 
major rail mergers, with 
increased investment 
in new infrastructure 
and careful planning to 
address peak shipping 
patterns. The focus of 
most rail improvements 
is the principal east-
west corridors, with an 
emphasis on moving 
long-haul unit trains 
carrying profitable 
commodities and 
containers. 
 However, due to 
high capital costs and 
shareholder concerns, the annual investments by the class I 
railroads are not keeping up with demands for service. The 
railroads have responded by picking and choosing among 
commodities and markets to extract the highest value return 
for their service. In the absence of a significant expansion of 
U.S. rail capacity, these rail business practices are likely to 
continue into the near- to mid-term future. 
 The Portland-Vancouver region has limited rail congestion 
with the exception of the area known as the Portland 
Triangle, which serves both the Port of Portland as well as 
Washington ports. Improvements in the region’s rail capacity 
can be expected as the ports of Portland and Vancouver 
USA, the states of Oregon and Washington, and the railroads 
themselves make investments. 
5aviation trends
The Port of Portland has experienced tremendous success in 
increasing passenger service levels at Portland International 
Airport over the last several years. Between May 2006 and 
May 2007, daily seat departures were up seven percent. Service 
to both new domestic and international markets began, and 
increased frequencies to some existing international markets 
were added. Portland is now the smallest of 12 U.S. cities with 
both trans-Pacific and trans-Atlantic non-stop service.
 Although the Port still has opportunities, growth at 
this unprecedented rate cannot be expected to continue. 
Converting those opportunities into reality will depend on 
the success of the recent route additions, the strength of the 
economy, and the absence of adverse external events. While 
the airlines have started returning to profitability for the first 
time since pre-9/11, domestic demand is softening, which will 
harm revenue performance. Lower yields and high fuel costs 
will keep the airlines focused on cost containment, requiring 
all airports to maintain competitive cost per enplanement 
rates in order to recruit and retain new and existing services.
 Cargo services at PDX continue to provide shippers and 
forwarders a strong logistics network that includes domestic 
and international passenger carriers, integrators (such as 
FedEx and UPS), and all-freighter service to China. The 
loss of Korean Air Cargo has created a need to recruit a 
replacement cargo carrier that will provide network service to 
major Asian markets. Demand is also growing for additional 
cargo service to Europe, Latin America, India, and the Middle 
East. A significant share of the region’s international air cargo 
is currently diverted to other West Coast gateways, providing 
a market opportunity for any new service recruited to PDX. 
Portland International Airport has the advantages of being 
uncongested, able to expand, and accessible to cargo from up 
to 500 miles away.
 The Port has seen steady growth in general aviation 
operations, especially in corporate jet travel and student 
flight training. The Hillsboro and Troutdale airports play a 
significant role in supporting the region’s air commerce needs. 
Many of the state’s largest employers use the Hillsboro airport 
to conduct business both domestically and internationally, 
and both the Hillsboro and Troutdale airports are heavily 
involved in the training of professional pilots. 
environmental trends
Several environmental trends will help shape the Port’s plans, 
infrastructure, and operations in the near- to mid-term future. 
The population of the Portland-Vancouver metropolitan 
region is expected to grow by 5.7 percent over the next 
five years, which will increase residential and recreational 
pressure on waterfront cargo facilities, the number of residents 
affected by aircraft noise, and passenger traffic at Portland 
International Airport. Infrastructure and navigation on the 
Columbia and Willamette rivers will continue to be subject to 
regulation intended to restore endangered fish. However, it is 
difficult to predict the extent to which river uses will change 
in response to this regulation and litigation in the near- to 
mid-term future.
 Concern over climate change has grown significantly in 
the last few years. The Port shares that concern and will 
continue to actively assess and implement steps to minimize 
its contributions 
to this global 
problem. At 
the same time, 
responses to 
climate change 
from federal, 
state, and local 
governments 
will present both 
challenges and 
opportunities 
for the Port 
of Portland. 
The Port will 
certainly be 
expected to reduce its own direct contributions to climate 
change as much as possible. In addition, it will have to adapt 
to the larger changes that its transportation partners, such as 
marine carriers, airlines, railroads, and trucking companies, 
will make in their equipment and operations. 
 Finally, “green” improvements can deliver a real financial 
return on investment, and organizations like the Port should 
continue to evaluate and extend opportunities for making 
these improvements directly or through programming that 
encourages direct benefits for its customers.
6Security trends
Security requirements for cargo, passengers, and employees  
at Port marine and aviation facilities will continue to 
evolve and will likely intensify in the near- to mid-term 
future. Maritime 
containerized cargo 
and air cargo, 
especially cargo 
carried in the belly 
of passenger aircraft, 
will likely be subject 
to more stringent 
security screening. 
Employees and 
materials/equipment 
in the secured areas 
of Port facilities and 
passengers boarding 
aircraft will also be 
screened more  
strictly. The federal government will probably continue 
to underfund these increased requirements, which will 
require the Port of Portland to assume increased costs and 
management responsibilities.
U.S. and Oregon Workforce trends
Over the next several years, job growth, retirement trends, and 
demographic changes are expected to make labor recruitment 
and retention in Oregon and at the Port of Portland more 
difficult. For example, job vacancies are expected to increase 
as the number of jobs grows and as the baby boomer 
generation ages and retires. At the Port of Portland alone, 
retirement rates (based on eligibility) in 2015 are estimated to 
be twice as high as those in Oregon as a whole. In addition, 
the number of working age people in Oregon is expected to 
decrease, and the working age population will become more 
ethnically diverse.
 The increased retirements and job growth, coupled with 
the decrease in working age adults, indicate a strong possibility 
of a labor shortage in Oregon. A labor shortage would likely 
increase competition for skilled, qualified talent for both in-
house employment and outside contract employment. The 
projected higher than average retirement trend at the Port, 
combined with the expected labor shortage, will require the 
Port to take several steps to maintain its competitive position 
in the recruitment and retention of personnel.
  
Information technology trends
The rapid pace of technology change will continue to 
shape the Port’s investments in infrastructure and key 
business operations. Key Port operating units depend on 
the availability of systems for 24 x 7 business processing, 
customer transactions, and exchange of information. Security 
requirements in the aviation and marine industries drive 
the need for enhanced tools for the network, as well as 
applications such as biometrics and video surveillance. Along 
with these comes an increase in threats to data, infrastructure, 
and physical security.
 Real time, on time, all-
the-time information is 
a growing expectation, 
resulting in the demand 
for tools that enhance 
productivity and compress 
the acceptable timeframes 
for business recovery. At the 
same time, vendor product 
lifecycles are shrinking, 
increasing the need for 
ongoing investment simply 
to maintain operations. 
Customer expectations 
for ubiquitous computing 
drive the need for mobile 
technologies, network bandwidth, storage, and security. 
Emerging consumer technologies (e.g., GPS/GIS, Wi-Fi, 
mobility tools, and self-service kiosks whether ATMs or ticket 
machines) shape the opportunities and tools for the Port’s 
businesses as well. Two more recent trends relate to increasing 
regulatory complexity and “green” computing. Regulatory 
changes will have implications for significant time and costs 
associated with software license compliance, copyright 
protection, data privacy, and e(lectronic)-discovery. Green 
computing will complement the Port’s goals for environmental 
leadership, highlighting the opportunities for reduced energy 
consumption and product recycling.
   
 
StrategIc ObjectIVeS
1. One Port
2. Marine
3. Industrial land acquisition and Development
4. aviation
5. environmental
8ONe POrt
Strategic Objective
Maximize the organizational and regional benefits of 
a consolidated port authority that owns and operates 
marine, aviation, and industrial facilities.
Desired Outcomes by 2010 
•	 The	Port’s	General	Fund	is	in	good	financial	health 
 with the ability to fund projected operating expenses 
 and capital expenditures.
•	 Savings	in	operational	costs	have	been	achieved.
•	 Collaboration	among	Port	units	has	been	enhanced.
•	 Port	processes	are	more	consistent,	standardized, 
 and streamlined.
•	 Port	employees	are	more	productive	and	satisfied	with 
 their jobs.
•	 The	Port	has	taken	a	leadership	role	to	make	the	regional 
 freight transportation network more efficient and capable. 
three to Five Year Strategies
•	 Consolidate	Port	administrative	staff	in	a	single 
 headquarters facility at PDX.
•	 Enhance	cooperation	among	marine,	properties,	and 
 aviation marketing and business recruitment resources. 
•	 Explore	opportunities	to	maximize	the	joint	contributions 
 of Port planning resources to marine, properties, and 
 aviation activities.
•	 Generate	efficiencies	through	the	standardization	 
 of Port business practices, resource planning, and 
 project management.
•	 Enhance	employee	skill-sets	to	assist	Port	employees	in 
 working flexibly throughout the Port.
•	 Strengthen	Port	efforts	to	plan	and	fund	road,	rail, 
 and waterway improvements that connect the Port’s 
 marine, aviation, and industrial facilities to key markets.
•	 Play	a	regional	leadership	role	in	freight	transportation 
 policy innovation by capitalizing on the Port’s 
 transportation expertise.
9Strategic Objective
Develop and maintain a world-class seaport serving 
Portland, the state of Oregon, and inland points.
Desired Outcomes by 2010
•	 The	Port	will	offer	competitive	container	services	from	and 
 to markets needed by regional shippers.
•	 The	Port	will	have	a	long-term	commitment	from	a 
 container carrier or terminal operator that will stabilize the 
 financial and service performance of Terminal 6.
•	 The	Port	will	be	a	leading	gateway	for	bulk	commodities 
 and imported automobiles.
•	 Deepening	of	the	Columbia	River	navigation	channel	 
 to 43 feet and maintenance dredging to ensure the  
 40-foot depth of the Willamette River navigation channel 
 will be completed.
three to Five Year Strategies
•	 Retain	and	attract	container	shipping	lines.
•	 Establish a long-term operating model for Terminal 6 that 
 improves and sustains international market access for 
 local and regional shippers, increases intermodal volumes, 
 secures private capital investment, and stabilizes Port 
 financial performance.
•	 Create	targeted	shipper	and	commodity	strategies	aimed	at 
 increasing import container volumes through Terminal 6.
•	 Provide	greater	access	for	shippers	of	the	region’s	 
 containerized exports by working with ocean carriers to 
 expand their range of export market port coverage.
•	 Maintain	and	enhance	the	Port’s	position	as	a	leading 
 gateway for mineral and agricultural bulk commodities, 
 general cargo, and finished automobiles.
•	 Work	with	labor,	railroads,	and	other	key	stakeholders	 
 to enhance Portland’s long-term competitive  
 maritime position.
•	 Improve	the	efficiency	and	competitiveness	of	Port	 
 marine terminals through prudent investments in 
 technology and infrastructure.
•	 Promote	Portland’s	maritime	industry	and	preserve	its 
 working waterfront.
MarINe
Strategic Objective
Seek opportunities to acquire, develop, and market 
land in support of Port financial, operational, and 
trade initiatives.
Desired Outcomes by 2010
•	 Phase	I	of	the	Troutdale	Reynolds	Industrial	Park	has 
 been completed.
•	 West	Hayden	Island	has	been	annexed	and	zoned	for 
 industrial and natural resources use.
• Additional businesses importing containers through 
 Terminal 6 have located in the Rivergate Industrial District.
•	 An	additional	major	industrial	park	has	been	identified	and 
 acquisition is under way.
three to Five Year Strategies
•	 Develop	the	Troutdale	Reynolds	Industrial	Park.	
•	 Pursue	West	Hayden	Island	annexation	and	zoning	to 
 position this key property for potential marine industrial 
 and natural resources use.  
•	 Evaluate	land	acquisition	and	redevelopment	opportunities, 
 with an emphasis on the I-5 and I-84 corridors, to meet the 
 region’s shipping and logistics needs. 
•	 Advocate	statewide	and	regional	policies	in	support	of 
 efforts to increase the supply of large parcel industrial land 
 suited for warehousing, distribution and logistics uses.
•	 Partner	with	the	development	community	to	jointly	market 
 Rivergate properties and existing buildings to support the 
 Port’s import container distribution strategies.  
10
INDUStrIal laND 
acQUISItION aND 
DeVelOPMeNt
11
aVIatION
Strategic Objective
Maintain and enhance Portland International Airport 
as a world-class airport focused on outstanding and 
cost-competitive facilities and customer service. Recruit 
and retain passenger and air cargo service to strategic 
markets. Efficiently operate the Hillsboro and Troutdale 
airports to meet the increasing demands of business 
aviation services.
Desired Outcomes by 2010
•	 PDX	offers	nonstop	passenger	service	to	Europe,	Asia, 
 Canada, and Mexico.
•	 Nonstop	passenger	service	to	the	top	30	domestic	markets 
 is available at PDX.
•	 PDX	offers	nonstop	air	cargo	service	to	Europe	and 
 Asia with network carriers and connecting service to 
 emerging markets. 
•	 The	Port	has	completed	a	new	agreement	with	the	airlines 
 serving PDX.
•	 PDX	is	recognized	by	its	passengers	for	outstanding	 
 customer service.
•	 The	Port	has	completed	an	updated	PDX	master	plan	and 
 received city of Portland approval of a new land use plan 
 for PDX. 
•	 The Port has completed infrastructure enhancements at 
 the Hillsboro and Troutdale airports, including construction 
 of a new runway at the Hillsboro airport in 2010.
three to Five Year Strategies
•	 Continue	to	provide	airlines	innovative	partnerships 
 that drive the revenue performance of existing services  
 and encourage carriers to consider new service 
 opportunities at PDX.
•	 Implement	a	long-term	approach	to	balance	facility 
 expansion (which responds to increasing terminal building, 
 roadway, and airfield demands) and asset preservation 
 designed to continue the high-quality function of PDX.
•	 Manage	airline	operating	and	capital	costs	and	develop 
 future cost targets that keep PDX cost-competitive and 
 positioned to retain and attract existing and new  
 air service.
•	 Develop	through	the	Airport	Futures	project	an	updated 
 PDX master plan and city of Portland land use designation 
 that balances the needs of air passenger and cargo 
 transportation with the environmental and community 
 impacts of the airport.
•	 Develop	the	Port’s	general	aviation	airports	to	meet	the 
 increasing demand for business aviation services.  
12
eNVIrONMeNtal
Strategic Objective
Strengthen the Port’s commitment to outstanding 
environmental performance through awareness, 
responsiveness, and leadership.
 
Desired Outcomes by 2010
•	 Port	projects	include	cost-effective	environmental	and 
 sustainability components.
•	 All	Port	employees	understand	their	roles	in	environmental 
 stewardship.
•	 Port	leases	include	environmental	and	sustainability 
 provisions.
•	 Port	customers	are	aware	of	the	Port’s	environmental 
 programs and seek opportunities to participate.
•	 The	Port	continues	to	reduce	its	overall	environmental 
 footprint.
•	 The	Port	has	optimized	the	use	of	its	water	resources.
•	 The	Port	has	identified	strategies	for	financing	its	clean-up	  
 responsibilities in the Lower Willamette River.
three to Five Year Strategies
•	 Strengthen	the	Port’s	efforts	to	minimize	its	environmental 
 impacts, including the construction of an enhanced  
 deicing system at PDX.
•	 Use	the	Environmental	Management	System	(EMS) 
 to integrate environmental considerations into the Port’s 
 planning, decision-making, and actions.
•	 Seek	to	understand	the	implications	of	climate	change 
 for the Port’s operations and facilities, pursue pre-emptive 
 measures to reduce the Port’s contributions, and develop 
 proactive mitigation and adaptation strategies.
•	 Develop	and	integrate	sustainability	principles	into	Port 
 operations, facilities, and properties. 
•	 Integrate	the	Port’s	commitment	to	sustainability	into 
 interactions with tenants and customers by:  
  n seeking alliances with sustainable business partners,
  n promoting sustainable industrial development on Port- 
   owned lands, and
  n providing tenants and customers with information, 
   assistance, or incentives to practice sustainability. 
•	 Establish	water	management	practices	that	optimize	the 
 use of water from all available sources and incorporate 
 water conservation measures to ensure an adequate supply 
 of clean water to meet future demands. 
•	 Continue	the	Port’s	leadership	role	in	the	clean-up	of 
 the Lower Willamette River in a prompt, thorough and 
 cost-effective manner, while integrating clean-up activities 
 with business operations and aligning them with the Port’s 
 financial capabilities.
All of the Port’s divisions and employees must perform at  
a high level if the Port is to achieve the strategic objectives 
described in this plan. They all make important contributions 
to accomplishing the Port’s strategic objectives. However, 
certain Port capabilities will require special attention during 
the next three to five years. They are Port-wide in scope; 
particularly challenging to manage successfully; and likely  
to significantly affect the Port’s ability to achieve not only  
the current strategic objectives but future strategic objectives  
as well.
1. Security
	 •	Develop and implement 
  a Security Management 
  System to integrate 
  security considerations 
  into the Port’s planning 
  and business decision- 
  making and actions.
	 •	Design and construct 
  an in-line explosive 
  detection system for screening checked baggage at PDX.
	 •	Work with federal partners to implement any new federal 
  requirements for the screening of airport employees and 
  air cargo.
	 •	Work with federal partners to enhance access controls at 
  the Port’s marine terminals.
	 •	Develop a Port-wide emergency management system 
  and a business continuity plan that address Port 
  emergency preparedness and response actions and 
  business recovery operations.
	 •	Implement essential security technology solutions to 
  support operations and partner with regional and federal 
  jurisdictions for cyber security protection, detection, and 
  response strategies.
2. Workforce Practices
•	 Develop and implement a 
   robust diversity program 
   that facilitates the 
   development of a 
   diverse workforce.
•	 Evaluate compensation 
   and benefit programs to 
   ensure market 
   competitiveness.
	 •	Manage enterprise-wide change initiatives and  
  integrate change management activities to facilitate 
  employee retention.
13
POrt-WIDe caPabIlItIeS reQUIrINg SPecIal INItIatIVe
	 •	Establish an employee development program that 
  facilitates career development, succession planning, and 
  overall employee development and learning.
	 •	Establish an employee health and wellness program.
	 •	Establish an enterprise-wide human resource system 
  (information technology infrastructure) that facilitates 
  an effective planning, transactional, reporting, and 
  record-keeping system.
	 •	Develop and implement an Occupational Health 
  and Safety Management System to improve the Port’s 
  safety culture and integrate employee health and safety 
  considerations into the Port’s planning, decision-making, 
  and actions.
3. Information technology
	 •	Expand	capacity	to	support	information	management 
  and compliance requirements; implement an ISO 
  compliant Information Management System consistent 
  with the Port’s Security, Environmental, and Safety 
  Management Systems. 
	 •	Increase	organizational 
  understanding of 
  information 
  management and 
  regulatory requirements, 
  and enhance 
  existing practices for 
  information security.
	 •	Optimize	current 
  computing operations by 
  reducing unnecessary 
  application and interface complexity and by adopting 
  green computing goals as criteria in selecting 
  vendor/product partners.
121 NW Everett Street . Portland, Oregon . 97209
www.portofportland.com
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PT/500/1.08/EXE08-009