Strategic Planning in the Airport Industry (2009) / Chapter Skim
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Introduction and Definition of Strategic Planning P A R T 1
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Nearly three-quarters of respondents to the online survey conducted as part of the research for this Guidebook viewed the development of a strategic plan as "a necessity" for their airport organization. The Guidebook sets forth a common process and key considerations for applying strategic planning in an airport setting.
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In preparing the Guidebook, every effort was made to present the material in a simple and easy-to-follow style, while focusing on important and sometimes complex elements of the strategic planning process that are commonly overlooked in the day-to-day management of airports. The Guidebook provides a foundational reference for readers, who are expected to include, but not be limited to the following: • Airport board members • Airport directors • Airport department leaders • Airport employees • Aviation industry associations • Airport stakeholders • Consultants and other specialists in strategic planning, airport planning, and related fields • Educators in airport planning and related subjects • Individuals facilitating strategic planning sessions 4 Strategic Planning in the Airport Industry ACRP Report 20: Strategic Planning in the Airport Industry Best Practices For conducting the strategic planning process and assessing the organization's internal resources and external situation.
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are as follows: • Chapter 3: Creating a Process Plan and Road Map • Chapter 4: Evaluating and Understanding the Organization • Chapter 5: Defining and Articulating the Organization's Mission, Vision, and Values • Chapter 6: Scanning the Environment and Predicting Developments • Chapter 7: Identifying Strategic Issues, Strategies, and Long-Term Objectives • Chapter 8: Formulating Short-Term Objectives and Creating Action Plans • Chapter 9: Writing, Communicating, and Executing the Plan • Chapter 10: Monitoring, Evaluating, and Modifying the Plan These chapters cover steps that airport operators are recommended to follow when developing a strategic plan. The steps were designed based on a literature review, the research team's experience in strategic planning, and feedback from airport executives.
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; • A vision statement that portrays the organization's future goal(s) ; • Identification of the organization's strengths, weaknesses, and opportunities, as well as threats that may affect the organization; • Definition of strategic issues that must be addressed over the course of the strategic plan; • A set of generic and grand strategies, long- and short-term objectives, and action plans that provide a road map for addressing the gaps between the organization's current state and its vision; and • Definition of key performance indicators (measures and targets)
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to a not-for-profit corporation (Vancouver International Airport Authority)
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While planning for the future, trying to match capacity with the demand for airline service, and meeting the needs of airport tenants and users and the public at large, airport operators must ensure that they satisfy the regulatory requirements imposed by federal, state, and local agencies. Agencies of particular relevance to the airport industry are the Federal Aviation Administration (FAA)
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an evaluation plan using key performance indicators and targets. The framework of the strategic planning process is highlighted in Exhibit 2-3.
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This phase includes identification of the need and reasons for developing the strategic plan, an assessment of the organization's readiness to participate in strategic planning activities, development of the scope and schedule for the planning process, identification of planning team members and the roles that other stakeholders should play in the process, and determination of whether there is a need to select an external facilitator. The analysis/evaluation phase develops the airport organization's mission, vision, and values statements.
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In this phase, the key performance indicators defined during the implementation/ execution phase are monitored to assess the effectiveness of the strategic plan and the need for any adjustments. The steps and considerations required to complete these four phases are the subject of this Guidebook and are discussed in detail in the remaining chapters.
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Strategic Plan Mission and Vision Statements Strategic and Objectives Action Plans and Responsibility Assignments Key Performance Indicators and Targets Communications Plan Monitoring Plan Internal and External Stakeholder Views Competition Information Internal Performance Industry Trends Existing Constraints (environmental, operational, financial)
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These benefits range from increased efficiency resulting from the establishment of airport performance metrics to gaining stakeholder buy-in for the management team or board of directors' vision for the airport. Corporate strategic planning activities tend to be more quantitatively focused and are directed toward modification of the organization's internal and external environment through asset acquisition and disposal, market share, and growth.
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Provides Airport Blueprint and Guiding Policies Brings Order to the Organization and a Long-term Focus Assists in the Creation of Performance Metrics Integrates Performance Evaluations with a Common Set of Objectives Helps Communicate Mission and Goals Creates a Blueprint for Prioritizing Projects Helps Obtain Stakeholder Buy-In on Specific Development and Other Airport Improvement Initiatives Helps Nurture Community Support Builds Consensus Organizational Benefits Operational/Managerial Benefits Community/Stakeholder Benefits Economic Benefits Helps Maintain Financial Stability Helps Diffuse Tensions Between Entities with Different Set of Priorities Enables Airport Management to Examine Bold Initiatives, Strategies, and Alternatives Facilitates Decision Making Leads to Efficiency BENEFITS OF STRATEGIC PLANNING IN THE AIRPORT INDUSTRY Exhibit 2-6. Key benefits of strategic planning in the airport industry.
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Airport management has limited control over its customer base, and the emphasis for airport organizations is on financial stability (i.e., revenues offsetting costs and a lower rate structure) , not profitability.
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A review of the external environment to determine whether emerging issues may pose threats or opportunities to the organization is a key component of strategic planning. Often, many other airport planning analyses are developed prior to development of a strategic plan and provide critical inputs to the airport strategic planning process.
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. 8 The most recent version of this airport's strategic plan is available online at www.metroairports.org/mac/docs/20092013_Strategic_Plan.pdf (accessed May 28, 2009)
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