Port of Hood River board, position 3

What makes you qualified to be a member on the Port of Hood River board of commissioners, position 3?

I believe my qualifications stem from deep roots in this community — I’ve lived here 20 years — and a proven track record. My service on the Parks & Recreation Board and the Waterfront Park design committee gave me hands-on experience with public assets and community vision. Professionally, my background in property management provides crucial insight into commercial leasing and economic realities. My years in communications, marketing, and project management have honed my skills in building relationships, promoting development, and getting complex projects done. I have the relevant experience to effectively serve the port.

Have you attended any recent Port of Hood River meetings or planning sessions? Where do you believe the Port of Hood River is doing well? In what areas do you believe the Port of Hood River needs to improve?

I’ve observed the current board. They clearly grasp the port’s serious financial reality following the loss of bridge tolls. Approving a new cost tracking system is smart, promising a clear financial picture for each profit center. What I appreciate is the robust dialogue — different perspectives voiced and debated thoroughly. This open discussion, even with disagreement, is crucial. It ensures issues are fully vetted, leading to better decisions and building public confidence. The board could improve its relationship with the public, which is challenging given the diverse user groups on both sides.

On June 30, 2026, the Port no longer be able to rely on bridge tolls to subsidize other cost centers (airport, waterfront, commercial properties, etc.). How do you think can the port generate revenue and become self-sufficient?

The board is working on this by investing in assets like the Lower Mill for tenants, such as storage, and planning marina and airport expansions to increase rental income. A key next step is to develop a thorough real estate strategy to understand and optimize under-performing properties, ensuring we maximize existing revenue streams. We could also implement smaller, low-investment programs, such as sponsoring hard and softscape features at the Waterfront and offering more pop-up vendor opportunities. For significant, long-term growth, strategic public-private development partnerships are essential. Maximizing our waterfront and other assets demands creative strategies and a clear development vision.

Members of the public have been supportive, but also very critical of the Port of Hood River. How do you think the port can improve their relationship with the public?

To improve its relationship with the public and recast its image, the port must directly address prevalent misunderstandings about its activities, revenue use, and broad community benefits. Moving beyond standard communication protocols, a strategic, story-driven engagement approach is essential. This involves clearly defining and communicating the port’s core vision — articulating precisely why it exists and what success looks like. Sharing compelling narratives about the port’s purpose and impact will clarify its value in everyone’s lives.

Kathryn Thomas

What makes you qualified to be a member on the Port of Hood River Board of Commissioners, position 3?

I bring a strong foundation of service — from active duty in the military as a Navy helicopter pilot to my current role on the Hood River–White Salmon Bridge Authority (HRWSBA). I’m trained to analyze complex data and make timely decisions — skills I use on infrastructure permitting and federal contracting, and daily as a mom. I’ve helped people agree on outcomes across jurisdictions and understand the importance of port commissioners being nonpartisan. With hands-on leadership and oversight experience, I am the candidate who will serve thoughtfully and transparently, drawing on my lived experience to guide the port through projected challenges.

Have you attended any recent Port of Hood River meetings or planning sessions? Where do you believe the Port of Hood River is doing well? In what areas do you believe the Port of Hood River needs to improve?

Yes — I’ve attended port meetings since August 2022, either in person or virtually, or reviewed recordings and documents online. The port has made important strides in modernizing its accounting systems, and increasing clarity around how revenue income is generated and spent. This intentional shift to more transparent financials is the first step in communicating port strategic efforts to grow non-toll revenue. Still, there’s room for improvement in fiscal transparency and public engagement. I admire Commissioner [Mike] Fox’s diligence, and hope to continue his attention to detail while pushing for and improving communication and planning rooted in financial reality and community values.

On June 30, 2026, the Port will no longer be able to rely on bridge tolls to subsidize other cost centers (airport, waterfront, commercial properties, etc.). How do you think the Port can generate revenue and become self-sufficient?

The 2025–26 proposed budget is a solid step toward right-sizing operations. I support the proposed alignment of services based on projected income. If elected, I’ll champion a data-informed, community-developed master plan across government boundaries to assess Port assets, investments, and services. Using established financial tools, the Port should:

Ensure all tenants are current on payments;

Evaluate underperforming properties for reinvestment or divestment;

Explore shared services with other local governments to improve efficiency, such as combining contracted services.

These steps can reduce reliance on tolls while ensuring public benefit and access to recreation are preserved or improved.

Members of the public have been supportive, but also very critical of the Port of Hood River. How do you think the Port can improve their relationship with the public?

Trust grows through communication and consistent follow-through. I’ve modeled that throughout my life, and recently during this campaign by knocking on doors, hosting meetups, and maintaining an open online presence. I’ll continue these actions if elected. The port must explain decisions more clearly, expand outreach — especially by listening to voices across the river — and show how public input influences results. Cross-river residents deserve a voice in projects like Lot 1/Waterfront Development. The Port must increase public awareness of open houses, advisory committees, and planning efforts. By prioritizing transparency, community input, and measurable outcomes, the port can rebuild public trust.