STRATEGIC PLAN - San Jose International Airport

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S T R AT E G I C P L A N

Published October 20161

A Message from the DirectorI am proud to introduce the Strategic Plan for Norman Y. Mineta San Jose InternationalAirport (SJC). The Strategic Plan calls on our organization to work toward ambitious butachievable goals related to growth, innovation, financial strength and organizationalefficiency. Most important of all, this is a Plan developed by SJC staff, for SJC staff, toguide and direct collaborative efforts to achieve an exciting future Vision for our Airport.Development of the Plan was coordinated by the Strategic Plan Design Team, comprised of15 SJC staff, representing all functions and all levels within our organization. The Design Teamconsidered input received from our key stakeholder groups, and worked with staff Focus Groups totest ideas and to develop priorities which reflect the collective needs of our organization.Our Strategic Plan includes six key elements. Our Mission describes our core purpose. Our Visiondefines what we aspire to achieve over the next ten years. Our Strategic Goals and Objectivesdefine our key priorities, and Action Plans define how we will achieve our goals and objectives.Finally, Performance Measures establish targets for attainment and a means to measure progress.With our Strategic Plan now developed, we turn our attention to its implementation. Executing theinitiatives we have defined will require a great deal of organizational focus and teamwork, but I amconfident that the results will deliver important benefits – to the service we deliver to our customersand our community, to the competitive and financial strength of our enterprise, and to our workingenvironment and culture.I am personally committed to the successful implementation of our Strategic Plan. I look forward toactively engaging with all of you as we work together “to transform how Silicon Valley travels!”Kim BeckerDirector of Aviation2

Strategic Context –Overcoming Challenges.Planning for Opportunities Leisure and Entertainment Our Starting Point — SJC TodayNorman Y. Mineta San Jose International Airport (“SJC”, or“the Airport”) is operated by the City of San Jose, AirportDepartment. The Airport consistently ranks among the top50 busiest airports in North America, and (as of August 2016)offers nonstop service to 40 domestic and internationaldestinations.SJC’s primary service area includes the southern end of theSan Francisco Bay Area, known as Silicon Valley, and extendssouthward into Santa Cruz and Monterey counties, andeastward towards Fresno and Yosemite Valley.A local workforce that is wealthy, educated anddiverse with business, family and leisure intereststhroughout the world. A primary gateway to Northern California’s mostpopular tourist destinations:——Monterey/Carmel/Pebble Beach——San Francisco——Napa Valley——YosemiteA sports entertainment mecca with SJC as theclosest airport to teams and season ticket-holdingfans of the:——Major League Soccer’s San Jose Earthquakes andtheir new home at Avaya Stadium——National Football League’s San Francisco 49ersand their new home at Levi’s Stadium——National Hockey League’s San Jose SharksKey features of SJC and the Silicon Valley region include:Airport An ultra-modern airport High-touch and high-tech services to elevate thepassenger experience The best on-time record of all California airports dueto predictably sunny skiesBusiness 3Located within an 18-mile radius of 6,600 technologycompanies. These employees, including those ofFortune 500 companies such as Apple, Google, Inteland Facebook, use SJC.During the fiscal year ended June 30, 2016, 5.1 millionpassengers were enplaned at SJC, of which almost 90%were carried by four airlines: Southwest (with 49%), followedby Alaska, American and Delta. Passenger enplanementsincreased by almost 7% in Fiscal Year 2015-16, and continueto show strong potential for growth, driven by a resurgenteconomy, new markets and increased frequencies ondomestic routes, and new international flights to London,Frankfurt, Vancouver, Beijing and Shanghai.

Recent Challenges Robustly AddressedWith recent challenges resolved, SJC is now positioned tocommence a new chapter in its evolution – to increase theAirport’s contribution to the local economy, to set a newstandard for passenger convenience and to strengthen thebusiness foundation of the Airport enterprise. Particularopportunities include:Notwithstanding these advantages, SJC has facedsignificant business challenges during the last 10 years.These obstacles were primarily due to the global recessionwhich resulted in an overall reduction in air travelersleading to a nationwide shift by airlines away frommedium-sized airports such as SJC to major hub airportsacross the country. Additional direct service to new destinations withproven strong local demand, particularly to USEast Coast locations, as well as service to additionalinternational destinations, and increased capacity andfrequency on routes to existing destinations. Closer partnerships with high-visibility localbusinesses, both to support air service developmentand apply leading edge technology. Development of new facilities not included in therecent terminal area improvement program, forexample, upgraded international arrivals facilities,additional and flexible boarding gates to serve bothdomestic and international flights, and new andexpanded air cargo facilities. Leveraging technology and innovation, both tobenefit the customer experience and reflect a keyelement of regional culture.Airport management responded to these challengesrobustly, with a broad range of initiatives: A reduction in operating costs Emphasis on non-airline revenue generation An aggressive air service development programThese initiatives, together with a recovering economy,have established a strong and stable operational andfinancial foundation from which to build. Passenger traffic isincreasing again, and SJC’s airline costs remain competitivewithin the Bay Area.A Strategic Plan to Address ExcitingOpportunities AheadKey Elements of our Strategic PlanOur Strategic Plan defines a common purpose for our organization, an ambitious 10-year future vision, anda structure of goals, objectives, action plans and performance measures to engage and galvanize the wholeorganization to achieve the full potential of the Airport — both as a primary economic driver of the SiliconValley economy, and as a valued community asset representing the best of our local culture and lifestyle.Mission page 5Vision page 5Strategic Goals, Objectives and Action Plans pages 6-9Performance Measures page 104

Our MissionOur Mission – our core purpose and reason for existence – is:“To connect, serve, and inspire”This Mission, to which we all contribute daily, embraces three fundamental commitments, to:Connect – global destinations, people, stakeholders, technology Serve – our customers, our stakeholders and our community Inspire – our customers and our staff, to go “above and beyond” Our VisionOur Vision – our collective ambition for the next 10 years – is to work together“To transform how Silicon Valley travels”Our Vision includes three key elements: Direct air service to the places people want to go – no-one needs to use another airport Unique, innovative and convenient customer experience A showcase for the best of Silicon ValleyOur Vision embraces transformative change to the choices Silicon Valley residents and businesses make about whichairport to use, to the experience of using the Airport, to the economic contribution the Airport makes to the region itserves, and to the Airport’s role as a showcase for the very best of Silicon Valley.Strategic Goals, Objectives and Action PlansTo achieve our Vision “To transform how Silicon Valley travels,” the Strategic Plan includes a comprehensive program ofStrategic Goals, Strategic Objectives and Action Plans, aimed to unify the organization, to engage and galvanize staff at alllevels, and to coordinate effort toward the achievement of the common priorities required to deliver our Vision.The Strategic Plan is structured around the following key elements:Strategic Goals – are specific statements of the key drivers that will achieve attainment of our Vision Strategic Objectives – are key priorities which, taken together, build toward realization of Strategic Goals Action Plans – outline the detailed steps that must be taken to achieve Strategic Objectives. Strategic Goals and Strategic Objectives, developed by staff from throughout the Airport are outlined in the followingpages.Detailed Action Plans have been prepared to support each Strategic Objective, and are documented in an Action PlanSummary, maintained by Airport staff, and used as a guide to direct and coordinate effort across the Airport organization.5

S T R AT E G I C G O A L 1“Drive Growth”“Growth” of our Airport and the route network it serves willmore than any other factor contribute to our Vision “Totransform how Silicon Valley travels.” Growth of thedomestic and international route network from SJC will offerSilicon Valley residents and businesses new travel choicesand will stimulate travel to and from the region. Additionalpassenger traffic will also boost the local economy, andgenerate additional revenue to fund future Airport facilityimprovements.Strategic ObjectivesTwo Strategic Objectives have been defined to achieveGoal 1 – “Drive Growth,” as follows:1A — Increase direct service to under-served marketsIn this context, planning and delivery of airport facilities andinfrastructure will be carefully coordinated with forecastdemand, but also directly with tenants and other airport usergroups to ensure that specific needs are anticipated and met.For example, particular consideration will be given, but notlimited to: Gate capacity to accommodate both domestic andinternational carriers Terminal capacity “pinch points” (e.g., securityprocessing) to optimize passenger flows International arrivals capacity, both to accommodateincreased activity levels and improve meter/greeterfacilities Air cargo and ARFF facilities, to accommodate theneeds of both passenger and cargo airlines Airport access, working with other agencies tooptimize multi-modal connectivityThe primary driver of the growth at our Airport will bethe addition of new direct routes to key domestic andinternational markets and increased frequency and seatcapacity on existing routes.Strong demand has been identified for improved service toEast Coast US destinations, including Boston, New York andWashington, D.C. Surveys have consistently shown that SiliconValley travelers would prefer to use SJC, but use other BayArea airports that offer direct service to desired destinationsat the times people want to travel. Initiatives are planned toimplement an aggressive program of air service development,(including both new routes and increased frequency andcapacity on existing routes) aimed to provide direct access todestinations with proven demand, improve the competitiveposition of the Airport, and progressively stimulate SJCpassenger traffic.1B — Provide infrastructure to meet demandAs Airport activity grows, it is imperative to ensure thatterminal, airfield, and landside capacity at no time constrainsthe Airport’s ability to accommodate demand. Therefore, akey element of the Airport’s growth strategy is the timelyprovision of facilities and infrastructure to accommodateincreased activity levels.6

S T R AT E G I C G O A L 2“Innovate”Innovation has been, and continues to be, the core driverof the Silicon Valley economy, and defines its global identityand its local culture. So too has innovation been a definingfeature of SJC’s development, as evidenced by its awardwinning new terminal and the implementation of creativestrategies to adapt the Airport enterprise to challengingmarket conditions over recent years.Going forward, innovation will be a key element of ourstrategy “To transform how Silicon Valley travels” – tostimulate growth, to transform the airport experience forpassengers and visitors, to differentiate the Airport from itslocal competitors, and to reflect the best of the innovationdriven community we serve.Strategic Objectives:Two Strategic Objectives have been defined to achieveGoal 2 – “Innovate” as follows:2A — Leverage technologyTechnology offers potential to enhance Airport operationsin multiple ways. Initiatives are planned to investigate andapply technology to enhance business efficiency, reduceoperation and maintenance costs, optimize the utilizationof existing facilities, maximize revenue generation, and toconnect more effectively with passengers, airport users andstakeholders.2B — Reimagine the customer experienceThe SJC customer experience is recognized as a strength onwhich to build, and a powerful competitive factor in relationto other Bay Area airports. Innovation will be the definingfeature of an initiative to examine and improve every aspectof the SJC customer experience – for departing passengersfrom before they arrive at the airport, to the time they boardtheir aircraft, and for arriving passengers from the time theyexit their aircraft until they reach their home or destination.The initiative will include consideration of pre-arrivalcustomer information and communication, wayfinding,minimizing wait times, optimizing the predictability of airline7check-in and security screening (in partnership with airlinesand other agencies), interactive information about airportretail, food/beverage options and other terminal services,as well as innovative customer experiences which reflectthe dynamic culture of Silicon Valley. SJC aims to deliver areimagined customer experience, which positions SJC as anindustry leader in innovation, service and quality.2C – Foster a Culture of InnovationEvery member of the SJC Team has a critically importantrole in delivering our Vision – but it is only by encouragingand harnessing the creative and innovative spirit of all ourstaff that transformational change to our culture and ourorganization will occur.The sparks of innovation and ingenuity that have definedSilicon Valley should also define our airport organization, andthe service that we deliver to our airport users. Therefore,initiatives are planned to foster a true culture of innovationacross all parts of the SJC organization – where all staff arechallenged to think of new and better ways to do their dailyjobs, and to develop and apply technology and creativity toserve our customers and stakeholders even better.

S T R AT E G I C G O A L 3“Fund the Future”Achievement of our Vision “To transform how SiliconValley travels” also depends directly on sustaining a strongfinancial foundation, supported by diverse revenue sources,with the capacity for timely investment in high-qualityfacilities, while at the same time offering these facilities andservices at competitive costs.3B — Develop innovative funding solutionsCurrently the Airport has a relatively high debt per enplanedpassenger. In this context, it is important to ensure thatexisting debt is proactively managed – to preserve debtcapacity for future infrastructure development and tomaintain competitive airline costs.Strategic ObjectivesInitiatives are planned to optimize debt service costs via debtstructuring strategies, and to explore innovative fundingsources to deliver future capital programs, while minimizingtheir impact on the airline rate base.Three Strategic Objectives have been defined to achieveGoal 3 – “Fund the Future” as follows:3C — Maintain a competitive cost per enplanedpassenger3A — Increase non-airline revenuesAirline cost per enplaned passenger is an important metricconsidered by airlines when making route and servicedecisions, along with numerous other factors. It is thereforeimperative that SJC’s airline cost per enplaned passengerremain both nationally and locally competitive.Non-airline revenues are a key driver of the enduringfinancial strength of our Airport enterprise, especially giventhe increased emphasis on financial self-reliance, in thebroader context of declining Federal funding for airportinfrastructure. Growing non-airline revenues diversifiesand strengthens the Airport revenue base, which increasesresilience, and provides an opportunity to reduce airlinecosts, which increases competitiveness.Non-airline revenues currently account for 62% of totalAirport revenues. Initiatives are planned which aim toincrease revenues from parking and ground transportation,terminal retail and food/beverage, general aviation, andproperty development, among others.In addition to managing the impact of non-airline revenueand capital program funding on airline costs, initiatives areplanned to manage CPE strategically via operation andmaintenance cost control, airline lease provisions, and ratebase cost allocations, among other initiatives.8

S T R AT E G I C G O A L 4“Reinvent the Organization”To achieve our Vision “To transform how Silicon Valleytravels”, we must first transform our own organization intoa truly high-performance organization, capable of providingregional leadership, and delivering results in an increasinglycompetitive marketplace. Airports increasingly need tooperate as dynamic commercial businesses, able to shapetheir future proactively, respond to opportunities rapidly, anddeliver outcomes efficiently. In this context, a key foundationfor SJC’s success is evolving the Airport Department tomaximize its efficiency, effectiveness and productivity.Strategic ObjectivesThree Strategic Objectives have been defined to achieveGoal 4 – “Reinvent the Organization” as follows:4A — Find a better wayIn a competitive, cost-conscious operating environment,efficiency and productivity are essential in all aspects of theAirport’s business and operational activities.9Initiatives are planned to review and refine operational andadministrative policies and procedures – to “find a betterway” to do all the things we have to do to develop, manage,and operate the Airport. All these initiatives are aimed tooptimize efficiency, flexibility, and timeliness, and to reduceadministrative cost, consistent with the highest standards ofaccountability and transparency.4B — Organize to deliver successLike any organization, the success of SJC is most of alla function of its people. In addition to efficient policiesand procedures, the success of the Airport depends onan effective organization, configured with the leadership,management and specialized skills required to excel, andsupported by a well-trained, engaged and motivated staff.With this in view, initiatives are planned to address staffdevelopment and training, staff retention, successionplanning, organization structure, and programs to ensurethat staff at all levels are fully informed, engaged andempowered to contribute to the Airport’s Vision.

Performance Management DashboardThe performance management dashboard includes the most important metrics that should be activelymanaged to ensure that the Airport achieves its goals, while also remaining a globally competitive airport,offering first class facilities at reasonable cost to users, and maximizing its economic contribution to the localcommunity.MeasuresDRIVE GROWTH Annual passenger volume Airline requirements and market changesINNOVATE Passenger satisfaction rating Engagement survey Grand MeanFUND THE FUTURE Cost per enplanement (CPE) Annual capital program fully fundedREINVENT THE ORGANIZATION Engagement survey Grand MeanNote: Targets for each measure to be established annually.10

For questions or comments about theSJC Strategic Plan,contactJohn Aitken, A.A.E.Assistant Director of Aviationjaitken@sjc.org

Strategic Objectives – are key priorities which, taken together, build toward realization of Strategic Goals Action Plans – outline the detailed steps that must be taken to achieve Strategic Objectives. Strategic Goals and Strategic Objectives, developed by staff from throughout the Airport are outlined in the following pages.

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