PORT GOVERNANCE
Mary Anne Rooney, Port of Hueneme S erving as a Harbor Commissioner has been one of the greatest hon- ors of my career. When I was first elected in 2010 as the first woman to serve on the Board, I quickly learned that the job is about much more than ships and cargo. It’s about leadership, listening, long-term planning, and making decisions that will benefit our community not just today, but for dec- ades to come. One thing that surprised me most was the incredible complexity of a modern port. Every decision touches multiple priorities — economic development, environmental steward- ship, national security, transportation, workforce development, and the qual- ity of life for our neighbors. Success requires balancing all of those inter- ests while keeping the Port financially strong and competitive. As commissioners, our role is to establish the long-term vision. We hire the CEO, set policy, approve major investments, and ensure that every decision supports both economic opportunity and responsible stew- ardship of public resources. I believe our responsibility is to leave the Port stronger than we found it. One accomplishment I’m particu- larly proud of is helping position the Port for the future while maintaining strong fiscal discipline. Today, the Port operates with zero bond debt and no reliance on local tax dollars for oper- ations, while investing more than $200 million in infrastructure improvements that will support jobs and economic growth for generations. At the same time, we’ve made significant commit- ments to sustainability through clean energy initiatives, zero-emission plan- ning, shore power expansion, and part- nerships that improve air quality for our surrounding communities.
Personally I’m more of a generalist and my perspective is to find consen- sus. When you have five people debat- ing an issue, eventually you come to a smart decision. Q. What are the biggest oppor- tunities facing ports today? Moving cargo by water is the old- est industry in the world. It’s efficient and effective. As global trade expands, ports will be at the forefront. Q. Stakeholder engagement – what are some of the ways you involve the community and port stakeholders in your decision- making process? At the Port of Hueneme, we have really redefined the term stakeholder. Historically, it has been the shippers or the customers. However, we have redefined it as anyone who lives near and around our community. That means creating education, opportun- ities, internships, food drives, etc. We really believe that our stakeholders are our community. Q. What are the most pressing infrastructure challenges facing your port? As one of the smallest ports with one of the largest throughput, it’s space. We do $18 billion in trade on 125 acres, which is no small feat. Moving forward, we will have to build up to create more space. And we have to con- tinue to optimize velocity to get prod- ucts off the docks. Q. What lessons have you learned about supply chain resilience in recent years? Opportunity. We have been open and available. Q. What sustainability initia- tives are you most proud of? We made a very conscious choice to not commit to zero emissions until
Jason Hodge, Port of Hueneme Q. What skills or experiences are most valuable in serving effectively as a commissioner? Being open to other positions. I never assume I’m correct. There’s so much to learn and every commissioner brings their own perspective. Q. What surprised you most about the role after you began serving? How incredibly ignorant I am. Every meeting is an opportunity to learn. Q. How do commissioners help shape strategic priorities for the port? I believe everyone comes with their own perspective. You can be a spe- cialist or you could be a generalist. Community engagement has always been central to my approach. I believe good decisions come from listening— to residents, labor, business leaders, environmental organizations, our mil- itary partners, customers, and local governments. The Port succeeds when our community succeeds. Looking ahead, I believe the great- est opportunities for ports are embra- cing new technologies, strengthening supply chain resilience, and leading the transition to cleaner operations. Innovation is essential, but it must always be balanced with fiscal respon- sibility and measurable results. Ultimately, I define success by whether the Port creates good-pay- ing jobs, protects our environment, strengthens our regional economy, and earns the trust of the public. If my service leaves the Port more resilient, more sustainable, and better prepared for future generations, I’ll consider that a legacy worth leaving.
July 2026 — PACIFIC PORTS — 31
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