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58 Strategic Planning in the Airport Industry
5.2.2 Defining a Vision
Worksheet 5.02, "Defining a Vision for Your Organization" will assist the planning team in
developing a vision statement by doing the following:
· Suggesting that individual planning team members describe the present and desired future
state (5 to 10 years out) of their organization in 11 different areas and note where gaps exist
between the present and desired future conditions. Important background information that
may be of assistance in completing this worksheet is provided in the Chapter 4 worksheets,
any economic impact study prepared for the airport, and other airport planning documents,
such as the business plan, master plan, and marketing plan.
· Suggesting that individual planning team members critique any existing vision statement.
· Instructing the planning team to jointly draft a vision statement and evaluate the statement
against the requirements for a successful vision statement (e.g., the vision statement is clear
and concise and builds upon the organization's competitive advantage). The planning team
should then make any necessary changes to the vision statement and seek internal and exter-
nal review. The vision statement may also need to be revised to take into account any new
information obtained through completion of the environmental scanning worksheets pro-
vided in Chapter 6.
To create a vision statement for an organization, complete Worksheet 5.02,
"Defining a Vision for Your Organization."
5.3 Values Statements
A values statement describes the way an organization desires to conduct itself, both internally
and externally, while engaging in its business activities. The values statement should answer the
following three questions: (1) How should our organization treat external stakeholders? (2) How
should we treat our fellow employees? and (3) How do we want our organization to be viewed
by external stakeholders and employees?
Elements of an organization's values are often embedded in mission and vision statements, as
reflected by the examples of the airport strategic plans reviewed during the research phase of this
project (less than one-third of the strategic plans reviewed contained a separate values state-
ment). However, best practices from outside the airport industry suggest that a separate values
statement should be developed to accompany the organization's mission and vision statements.
A recent study of the corporate sector shows that almost 90 percent of companies have a written
corporate values statement.35 Research on customer-driven strategic planning also shows that
"best in class" organizations rely heavily on their core values to shape their actions.36 These guid-
ing principles transcend time, market conditions, executive personalities, and planning assump-
tions. Therefore, both stakeholders and employees can more easily identify an airport organization's
values if they are contained in a separate statement.
35
Chris Kelly et al., Deriving Value from Corporate Values (McLean, VA, and Washington, DC: Booz Allen Hamilton, Inc., and
the Aspen Institute, 2005). Available online at www.boozallen.com/media/file/145534.pdf (accessed May 28, 2009).
36
Federal Benchmarking Consortium, Serving the American Public: Best Practices in Customer-Driven Strategic Planning (1997).
Available online at http://govinfo.library.unt.edu/npr/library/papers/benchmrk/customer.html (accessed May 28, 2009).
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Defining and Articulating the Organization's Mission, Vision, and Values 59
In the corporate sector, according to a 2005 study by the Aspen Institute and Booz Allen
Hamilton, the top five most common values included in corporate values statements relate to
the following:37
· Ethical behavior/integrity (90 percent of companies surveyed)
· Commitment to customers (88 percent of companies surveyed)
· Commitment to employees (78 percent of companies surveyed)
· Teamwork and trust (76 percent of companies surveyed)
· Commitment to shareholders (69 percent of companies surveyed)
Although an explicit values statement is a significant tool for reinforcing an organization's
ability to act on its values, this tool is most effective when accompanied by explicit Chief Execu-
tive Officer (CEO) support for the values contained in the statement.38
5.3.1 Example Values Statements
Examples of values statements (from airport, corporate, and public sector organizations) col-
lected during the research phase of this project follow.
Airports
· Lebanon Municipal Airport shall:
Manage responsibly all resources entrusted to us.
Value forward thinking and innovation.
Serve with honor and integrity.
Be responsible for our actions.
Provide friendly and efficient service.
Value the public's confidence and trust.
Value our community and corporate partnerships.
Value open and honest communication.
Work as a team39
(Lebanon Municipal Airport)
· Our Core Values:
Integrity
We do business in an honest, fair, open and respectful manner.
We live up to our responsibilities, meet our objectives, and fulfill our commitments.
We maintain our credibility through timely communication with customers, employees
and stakeholders.
We instill confidence in all who deal with our organization that we can be
depended to act with the highest moral and ethical standards.
Fiscal Responsibility
We make sound financial decisions that balance the interests of the community,
partners, stakeholders and customers.
We make decisions that help to drive the economic vitality of this region.
We maintain policies to provide adequate revenues to operate without general
tax support or the exercising of our authority to levy taxes.
37 Chris Kelly et al., Deriving Value from Corporate Values (McLean, VA, and Washington, DC: Booz Allen Hamilton, Inc.,
and the Aspen Institute, 2005), 3. Available online at www.boozallen.com/media/file/145534.pdf (accessed May 28, 2009).
38 Ibid, p. 8.
39 Airport Strategic Plan, 2007. www.flyleb.com/Home_Lebanon_Airport.aspx
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60 Strategic Planning in the Airport Industry
Innovation and Excellence
We seek creative and innovative solutions to complex challenges.
We set high standards in all aspects of our organization and focus on continuous
improvement.
Commitment to the Community and the Environment
We are responsive to the environmental concerns of the community.
We demonstrate leadership in sound environmental management.
We promote open and honest communication about environmental concerns.
Teamwork
We reach common goals through strong relationships based on trust.
We commit ourselves to open and respectful communication40
(Metropolitan Airport Commission)
Corporate
· Do What's Right
We are committed to the highest standards of ethical conduct in all that we do. We
believe that honesty and integrity engender trust, which is the cornerstone of our busi-
ness. We abide by the laws of the United States and other countries in which we do
business, we strive to be good citizens and we take responsibility for our actions.
Respect Others
We recognize that our success as an enterprise depends on the talent, skills and expert-
ise of our people and our ability to function as a tightly integrated team. We appreci-
ate our diversity and believe that respect--for our colleagues, customers, partners, and
all those with whom we interact--is an essential element of all positive and productive
business relationships.
Perform With Excellence
We understand the importance of our missions and the trust our customers place in us.
With this in mind, we strive to excel in every aspect of our business and approach every
challenge with a determination to succeed.41
(Lockheed Martin Corporation)
· JetBlue embraces five values that represent the company and create our unique culture:
Safety
Caring
Integrity
Fun
Passion42
(JetBlue Airways)
Public Sector
NASA is privileged to take on missions of extraordinary risk, complexity, and national pri-
ority. NASA employees recognize their responsibilities and are accountable for the impor-
tant work entrusted to them. If good strategic planning provides the long-term direction
of our Agency, our shared core values express the ethics that guide our behavior. We value:
40 Metropolitan Airports Commission, The Metropolitan Airports Commission Strategic Plan 20092013. Available online at
www.metroairports.org/mac/docs/2009-2013_Strategic_Plan.pdf.
41 Lockheed Martin Corporation, "Our Values Statement." Available online at www.lockheedmartin.com/aboutus/ethics/
index.html.
42 JetBlue Airways, "Our People." Available online at www.jetblue.com/about/ourcompany/annualreport/2002/our-
people.html
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Defining and Articulating the Organization's Mission, Vision, and Values 61
· Safety--NASA's constant attention to safety is the cornerstone upon which we build mis-
sion success. We are committed, individually and as a team, to protecting the safety and
health of the public, our team members, and those assets that the Nation entrusts to us.
· Teamwork--NASA's most powerful tool for achieving mission success is a multi-disciplinary
team of competent people. The Agency will build high-performing teams that are
committed to continuous learning, trust, and openness to innovation and new ideas.
· Integrity--NASA is committed to an environment of trust, built upon honesty, ethical
behavior, respect, and candor. Building trust through ethical conduct as individuals and
as an organization is a necessary component of mission success.
· Mission Success--NASA's reason for being is to conduct successful space missions on
behalf of this Nation. We undertake missions to explore, discover, and learn. And we
believe that mission success is the natural consequence of an uncompromising commit-
ment to safety, teamwork, and integrity.43
(National Aeronautics and Space Administration)
5.3.2 Drafting a Values Statement
By completing Worksheet 5.03, "Drafting a Values Statement for Your Organization," the
planning team will do the following:
· Individually inventory the organization's currently practiced values, list any additional val-
ues they would like to see their organization adopt, rank the top values that they would like
to see reflected in the values statement, and evaluate any existing values statement that the
organization currently has.
· Jointly draft a values statement using the results of the individual assessments detailed above and
evaluate the statement against the requirements for a successful values statement (e.g., the val-
ues statement is understandable to people internal and external to the organization). The plan-
ning team should then make any necessary changes to the values statement and seek internal and
external review.
· Use a technique to establish group consensus on what values should be reflected in the values
statement, such as "Las Vegas Voting," a type of queue sorting technique.44 After individual team
members have ranked their most desired values in Step 3 of the worksheet, as part of Step 5 of
the worksheet, the leader of the planning team should list each team member's two most desired
values on a flip chart. The planning team leader should then instruct the team that they have five
votes to distribute among the values as they choose and take an oral tally of the votes associated
with each value. Team members can use all five votes on one value if they choose. After the votes
for each value are tallied, the three or four values that receive the most votes will then be articu-
lated in the values statement.
To create a values statement for an organization, complete Worksheet 5.03,
"Drafting a Values Statement for Your Organization."
43 National Aeronautics and Space Administration (NASA) "NASA Core Values." Available online at http://employeeorientation.
nasa.gov/main/CoreValues.htm.
44 Rod Napier et al., High Impact Tools and Activities for Strategic Planning: Creative Techniques for Facilitating Your Organization's
Planning Process (New York: McGraw Hill, 1998), 398399.
