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CHAPTER 3 Creating a Process Plan and Road Map This chapter describes the preplanning activities necessary to ensure that the organizational Creating a Process Plan and elements are in place to initiate the strategic planning process so that the process provides max- Road Map imum benefits to the airport. During preplanning, the key parties develop shared understand- (Chapter 3) ings and reach agreement about the planning process. Preplanning is also critical to determining whether the organization is ready to undergo strategic planning. Evaluating and Understanding the The information presented in this chapter is intended to assist airport management with the Organization following: (Chapter 4) Defining the need to initiate the strategic planning process Defining and Articulating the Defining the specific benefits/outcomes that airport management hopes to achieve from the Organization's Mission, process Vision, and Values (Chapter 5) Assessing the organization's readiness for strategic planning Defining the scope of the process or developing an outline of the steps and activities that will Scanning the Environment take place during the planning process. This outline should specify the tasks, outcomes, and and Predicting resources to be expended (time and financial) and the individual(s) responsible for ensuring Developments that each phase in the airport strategic planning process is complete (Chapter 6) Defining the expected outcome of the process in terms of a written plan Determining the stakeholders that should participate in the strategic planning process, includ- Identifying Strategic Issues, Strategies, and Long-Term ing the potential leaders of the process and the methods that will be used to keep stakeholders Objectives informed (Chapter 7) Defining who should facilitate the strategic planning effort Formulating Short-Term Objectives and Creating Action Plans 3.1 Defining the Need to Initiate the (Chapter 8) Strategic Planning Process In an ideal situation, strategic planning should be an internalized and regularized process not Writing, Communicating, triggered by anything in particular other than the need, on a routine basis, to revisit the organi- and Executing the Plan (Chapter 9) zational values, mission, and vision; assess the operating environment; examine strategies and objectives; and ensure that other airport planning analyses (master plan, business plan, etc.) are aligned with the organization's overall strategy. Monitoring, Evaluating, and Modifying the Plan For those organizations that do not have a regularized process, the need to develop a strategic (Chapter 10) plan may result from leadership change; major internal changes (e.g., a change of governing structure or dramatic staff turnover) or external changes (e.g., airline bankruptcy or consolida- tion triggering a decrease in aircraft operations and revenues); a need to cope with vital issues, such as rapid growth; or simply a need for the organization to define its mission and general strategic vision. 21