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OCR for page 103
Writing, Communicating, and Executing the Plan 105
Table 9-1. Strategic plan content and distribution.
To Be Included in: Internal Stakeholders
Senior
Management
The Body Frontline Department Policy Team (CEO or External
Element of the Plan Appendices Employees Leaders Board Equivalent) Stakeholders
CEO's Foreword/Letter/Introduction X X X X X X
Operating Environment and Organizational Description X X X X X X
State of the Aviation/Airport Industry and Future Trends X X X X X X
Mission Statement X X X X X X
Vision Statement X X X X X X
Values Statement X X X X X X
Mandates X X X X X X
Environmental Scan/Strategic Analysis Data X X X
Strategic Issues X X X X X X
Grand and Generic Strategies X X X X X X
Long-term Objectives X X X X X X
Short-term Objectives X X X X X X
Action and Resources Allocation Plan X X X X
Key Performance Indicators and Targets X X X
Monitoring and Evaluation Plan X X X
Communication Plan X X
Source: Online Survey, Focus Groups, Ricondo & Associates, Inc., May 2008.
clarity. In addition, the planning team should make sure that the actions that the plan requires
and the order in which they are to be taken are clear, the plan can be implemented in a reason-
able manner, and the persons responsible for implementing the strategic initiatives are identified.
The final written document should be submitted to the policy board for comment and approval.
9.2 Defining Internal Communication Strategies
Beyond the written plan, the findings of the strategic planning process can also be disseminated
to staff via other communication strategies, such as large group meetings, workshops, and the
organization's intranet site. According to the online survey, communication tools used to com-
municate an organization's strategic initiatives/objectives to employees include the following:
· Large group meeting(s) led by senior management (34 percent)
· Small group meetings with department leaders and their staff (26 percent)
· Distribution of the strategic plan to each employee (14 percent)
· Internal newsletters and/or the organization's intranet site (12 percent)
· Display of highlights of the organization's strategic plan in prominent locations (8 percent)
· Individual meetings between department leaders and each member of their staff (6 percent)
9.3 Defining External Communication Strategies
To build the partnerships and support mechanisms required to meet the organization's needs,
its grand strategies/long-term objectives should be communicated to key community/external
stakeholders. Airport organizations reported using the following communication tools when
reaching out to community/external stakeholders:
· Referencing the strategic initiatives/objectives in speeches (15 percent)
· Senior management conducting media interviews (15 percent)
