Photo: Port of Oakland
The Port of Oakland, a SPUR business member since 2015, recently adopted a bold strategic plan for 2025–2030. From reducing emissions and modernizing infrastructure to fostering inclusive economic growth, the plan provides a blueprint to meet the challenges of the post-pandemic economy, climate change, and geopolitical uncertainty.
At the helm of this transition is the port’s newly appointed Executive Director Kristi McKenney. We spoke with her about the priorities embedded in the new strategic roadmap and what it means for the communities, workers, and industries that depend on the port every day.
A major theme in the strategic plan is sustainability. How does the port aim to achieve zero-emissions operations?
We are on a mission to become the “cleanest and greenest” port in the nation and are already recognized by our peers as an industry leader for our sustainability initiatives at both the seaport and airport. Last fall, we received a $322 million grant from the U.S. Environmental Protection Act to fast-track our seaport’s conversion to nearly 100% zero-emissions cargo handling operations. The grant supports strong formal partnerships with almost two dozen community, industry, tenant, and workforce organizations to implement this bold vision. We also received major state and federal grants to modernize our airport and our seaport infrastructure, to improve our electrical distribution network by incorporating green microgrids, and to address climate resilience and sea level rise along all of Oakland’s waterfront to help protect vulnerable communities.
What strategies boost local job creation, train- ing, and community economic development?
The port and its partners generate nearly 100,000 jobs, which makes us an economic engine not just for Oakland but for the entire Bay Area. Our Board of Port Commissioners recently approved some transformational projects that will impact the capacity of both our seaport and airport to serve the region and remain competitive through modernization. The foundational strength of our capital development program is our Maritime and Aviation Project Labor Agreement, which has been in effect for 25-plus years and which was one of the nation’s first major agreements negotiated between a local building trades council and a combined seaport/airport authority. The agreement sets ambitious goals for the hiring of local residents to complete the port’s capital projects, and it creates additional funding streams for the training and up-skilling of these residents to advance in the construction trades.
Our EPA Clean Ports grant also helped us put strong workforce development partnerships in place to ensure that the next generation of local residents is trained to take its place in the zero-emissions economy taking shape here in Oakland.
Real estate and utility services are important parts of the port’s revenue. How will you maximize value from these assets?
Real estate is our lifeblood, and it’s among our most underutilized assets right now — which means it also holds the greatest opportunity. Jack London Square has immense potential to become a vibrant waterfront destination. We’re already seeing tenants — both local independents like Oakland’s Reems Bakery and national vendors like Dave + Busters — move into storefronts to help activate the space. We’re working with our state delegation in Sacramento on legislation that could open up Oakland’s waterfront to allow for some new activities to fully realize the potential of Jack London Square.
As a publicly owned municipal utility, we can be nimble and act as a true partner to our tenants and customers as we move closer to a full zero-emissions operation across all of our business lines. We’re forecasting clean energy use to grow exponentially over the next few decades. This means we’re preparing now for the infrastructure that will support our tenants and partners and help them grow sustainably.
Finally, equity and accountability are central to your plan. How are you setting up your governance structures and engaging the community to guide implementation?
One of Oakland’s greatest strengths — one we’re known for all over the world — is our diversity and rich culture; of course, we’re going to lean into that strength. I’m proud that our Board of Port Commissioners and senior staff are so in sync about the importance of listening to our stakeholders and community members. We have convened a monthly Community Electrification Committee to advance our zero- emissions efforts in concert with local residents. Formal community engagement is a central part of our major sea level rise and infrastructure planning initiatives, and we are always looking to prioritize our small and local businesses in port contracts and opportunities so we can reinvest in the region’s success. That is why we launched the campaign “Everyone’s Port.” We’re proud to work not just for the public but also alongside our neighbors. That’s the only way a public asset like the Port of Oakland will benefit everyone. ✹