PORT OF HOUSTON AUTHORITY COMMUNITY ENGAGEMENT PLAN

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1 PORT OF HOUSTON AUTHORITY COMMUNITY ENGAGEMENT PLAN Overview The provides the framework for the Port of Houston Authority ( Port Authority ) to effectively engage and support local communities while efficiently leveraging and optimally utilizing resources. The includes: 1. Objective, Background, and Priorities 2. Defining Community Stakeholders, Engagement, and Objectives 3. Community Engagement Protocol 4. Criteria for Port Authority Support 5. Engagement Plan Tracking 1. Objective, Background, and Priorities 1.1. Objective The Port Authority endeavors to cultivate productive relationships with identified communities and groups to help support the Port Authority s mission to create economic opportunity while being sensitive to community needs and potential impacts. As a good steward of its resources, the Port Authority will carefully leverage its designated community outreach resources to provide the greatest impact. The Port Authority will regularly assess and update its community engagement strategy to encourage broad participation and to ensure good use of its resources Background The Port Authority has historically had robust community outreach and engagement through its Community Relations Committee. In 2013, Chairman Longoria created the Citizen Advisory Council to provide input to the Port Commission and Port Authority staff. This gives the Port Authority an opportunity to leverage knowledge and engagement from a diverse group of community leaders, in and around the Port of Houston.

2 Page 2 In furtherance of good stewardship, in 2015 Chairman Longoria recommended to the entire Port Commission, and the Port Commission agreed to, a cohesive and thoughtful approach to community engagement spending, to assure that the Port Authority effectively uses its budgeted funding for the greatest impact. As recommended by Chairman Longoria and approved by the Port Commission, to streamline community engagement and leverage resources, staff was instructed to prepare this document the Port Authority s Community Engagement Plan and recommend funding of community engagement activities. Port Authority staff used the knowledge and expertise of the Chairman s Citizen Advisory Council, other staff members, and external partners in its process to design this Community Engagement Plan. In accordance with the will of the Port Commission, staff assigned to community engagement also reviews all community organizations and outreach efforts for potential funding. This includes, for example, chambers of commerce, not-for-profit organizations, sponsorship requests, and other programs that are aligned with the Port Authority s mission and that best leverage its limited resources. Staff then recommends a community engagement budget, for consideration and approval each year by the Port Commission, and proposes in the annual budget the organizations and programs that will be funded for that budget year. Consistent with this initiative and aligned with this priority, the Port Authority has identified stakeholder engagement (including community stakeholders) as a key objective in its recently adopted 2015 Strategic Plan, and will implement the as passed by the Port Commission Priorities for Community Engagement During the process of designing this, the following priorities were identified: Improve internal communication Build trust Improve public perception Increase public awareness of the Port Authority s role Leverage designated resources Prioritize funding needs Create consistent and timely messaging

3 Page 3 2. Defining Community Stakeholders, Engagement, and Objectives 2.1. Definition of Port Authority Community Stakeholders Community stakeholders include many potential groups, including but not limited to industry, communities, neighborhoods, federal/state/local governments, regulatory agencies, not-forprofit organizations, chambers of commerce, and other groups, communities, or organizations that contribute to or impact the mission of the Port Authority Definition of Port Authority Community Engagement The Port Authority is committed to effective community engagement for the long-term. Community Engagement is defined as the way the Port Authority communicates and interacts with individuals, groups, or organizations Alignment with the Port Authority Strategic Plan * Support for Community Engagement must be aligned with the Strategic Plan and objectives, while permitting the Port Authority to continue to be a responsible steward of Port Authority resources: Mission: To move the world and drive regional prosperity Vision: America s distribution hub for the next generation Strategic Objectives supporting Community Engagement: Sustain the business for the long-term; cultivate productive relationships with all stakeholders; be an environmental leader; grow and diversify the business base; and leverage key partnerships to influence regional infrastructure investment Objectives Effective Community Engagement should accomplish the following: Raise awareness Educate the community Encourage dialogue Cultivate inclusion and relationships Leverage designated outreach resources Manage expectations * The 2015 Strategic Plan may be found online at:

4 Page 4 3. Community Engagement Protocol 3.1. Unified Approach In accordance with the will of the Port Commission, this is a unified approach to targeted community engagement Targeted Strategies Strategies will be implemented, measured, and adapted as necessary to support and achieve stated objectives Annual Review, Staff Recommendation in the Budget, and Quarterly Reporting As passed by the Port Commission on an annual basis, staff assigned to community stakeholder engagement will review and prioritize funding requests from community organizations, such as chambers of commerce, not-for-profit organizations, organizations requesting sponsorships, and other programs that are aligned with the strategic plan and Port Authority s mission, and that leverage limited resources. Staff will recommend a budget annually, during the Port Authority budget cycle, and will propose in the annual budget the organizations and programs that will be funded for that budget year. These community engagement budget items will be recommended to the Port Commission for consideration and approval at the budget workshop or other public meeting of the Port Commission. Requests that come to the attention of the Port Authority that were not included in the budget have been delegated by the Port Commission to the Executive Director for review and potential approval. Prior to approval the Executive Director should evaluate each such request to assure that it is aligned with Port Authority strategic goals, supports Port Authority s mission, and properly leverages resources. Pursuant to instructions from the Port Commission, each quarter Community Relations staff will prepare a report that provides detail of Port Authority expenditures for Community Engagement during the previous quarter.

5 Page 5 4. Criteria for Port Authority Support 4.1. Overview The Port Authority may conduct programs, initiatives, sponsorships, and activities to support its strategic objectives, as outlined in the Strategic Plan, and that support its mission. The Port Authority s support, whether financial or in-kind, should be carefully evaluated against the Port Authority s other needs and available resources and only appropriate, mission-driven items, should be funded, consistent with prudent financial management Types of financial support for external organizations: Sponsorships may be provided for activities, events, or other matters that align with the Port Authority s strategic goals. Service Agreements may be provided to specialized organizations that provide a unique benefit to the Port of Houston and the Port Authority, and align with the Port Authority s strategic goals. Support may be provided for programs and initiatives that align with the Port Authority s strategic goals. 5. Engagement Plan Tracking An annual plan will be created to establish performance measures to track outcomes, including: Self-reporting methods to be recommended by staff and approved by the Port Commission. Market assessments/attitude surveys. Other methods deemed by the Port Commission or staff as appropriate to track the effectiveness of Community Engagement activities and outreach. Effective October 27, 2015