Chad Newton, Interim CEO · Initiative #2 will complement Initiative #1 and ensure business processes, and people can perform duties through fully integrated seamless workflows without

Chad Newton, Interim CEO

Prepared by Office of Strategy Management

Tab 3) Vision & Mission

Tab 4) Core Values

Tab 5) CEO Approach

Tab 6) Business Plan FY19

Tab 7) Airport Authority Performance Measures

7a) Customer Experience

7b) Financial Stewardship

7c) Operational Excellence

7d) People Development

7e) Regional Engagement

Tab 8) Strategic Plan Beyond FY19

CONTENT

VISION & MISSION

VISION

Vision“Making the world available”

MISSION

MissionTo operate safe, secure and dynamic air

transportation facilities for our customer,

creating economic vitality by providing global

travel, cargo and business opportunities.

CORE VALUES

TEAMWORK

ACCOUNTABILITY

CUSTOMERSATISFACTION

EMPLOYEERESPECT

INTEGRITY

DIVERSITY

Working collaboratively and effectively

communicating with others

Taking responsibility and being answerable

for our actions

Putting the needs and wants of our customers first

Treating everyone in a professional manner

Doing the right thing, every time

Embracing people across race, ethnic, age,

gender and religious backgrounds, and people

with differing thoughts

CEO APPROACH

• Empower management team to

optimize business processes

across the enterprise

• Train employees how to use

systems and reconfigure enterprise

platforms to work more effectively

• Utilize data to create a culture of

action

• Position Airport Authority for the

next millennium

Chad Newton, AAEInterim CEO

“To build a strong foundation, we must build it together.”

2019

FISCAL YEAR: 2019

Wayne County Airport Authority

Business Plan

Business Plan FY2019 1 Office of Strategy Management

TABLE OF CONTENT

TOPIC PAGE

INTRODUCTION 2

O&M BUDGET PRIORITIZATION 3

GENERAL AIRPORT REVENUE BONDS 4

DIVISIONAL DELIVERABLES 5

INITIATIVE #1 - OPTIMIZE BUSINESS PROCESSES ACROSS AIRPORT AUTHORITY 6

INITIATIVE #2 - ALIGN TECHNOLOGY AND PEOPLE TO MEET BUSINESS NEEDS 7

INITIATIVE #3 - AIRPORT AUTHORITY PERFORMANCE MEASURES 8


INTRODUCTION

Wayne County Airport Authority’s Business Plan identified major tasks to guide divisions

and departmental activities and funding decisions over the FY19-FY20 period. Our business

approach relies on remaining competitive, maintaining sustainable airport facilities, and seeking

opportunities to make improvements that will reduce operating cost and enhance efficiencies.

The Airport Authority has enjoyed much success since its establishment in 2002.

However, adopting a strategic methodology continues to be a challenge. The team is

committed to exceeding the Board of Directors’ expectations. Our strategic vision, “Making the

world available” continues to hold true. Our mission is to operate safe, secure and dynamic air

transportation facilities for our customer, creating economic vitality by providing global travel,

cargo, and business opportunities. We are determined to strive for high standards in our five

focus areas: passenger experience, operational excellence, financial stewardship, regional

engagement, and people; both developing and valuing their contribution as part of our culture.

Our core values will reinforce the culture we desire by exhibiting those characteristics

such as enhancing our people, processes and technology, creating high-performing teams, and

building diversity in the workplace and business activity, as well as providing transparency to

our stakeholders.

As a residual airport operator, formulating a financial tolerance acceptable to our airline

business partners at the onset is crucial to the annual budgeting process. The Airport

Authority’s ability to fund projects falls under two sources: 1) Operation & Maintenance (O&M)

Budget for maintaining the airports and 2) General Airport Revenue Bonds (GARBs) approved

by the carriers through the Weighted-Majority approval process for capital improvements.

The information that follows summarizes the Airport Authority’s business plan and key

performance measures required to meet the business needs for the coming fiscal year. We

collectively recognize the need to work as a high performing team by trusting one another,

communicating openly and frequently, and holding ourselves accountable. The change in

behavior will enable the optimization of activities driven by each department vice president,

and thereby create a cumulative impact on effectively and efficiently managing our airport

system.

Chad Newton AAE, Interim CEO


BUSINESS PLAN O&M BUDGET PRIORITIZATION

The O&M budget has an immediate impact on the airport bottom-line. Currently, the Airport

Authority’s landing fees = $3.63. An increase in O&M expenditures will raise our landing fees to

$3.72, or 2.5% over last year’s budget. Senior Management made substantial spending cuts to

facilitate new initiatives.

The initial project request generated $20 million in O&M projects. After much deliberation, the team settled on three key initiatives that will have the most significant impact on the organization and falls within the tolerance of our budgeting parameters. FY19 O&M Budget Top Priority Initiatives

1) Snow and Ice Control Plan (SICP): This plan calls for hiring eight additional FTEs affecting headcount and an estimated incremental increase of:

o Initial Cost: $708,096.00 (1st year) o Recurring Cost: $346,938.00

2) Customs & Border Protection (CBP) Fee for 24/7 Operations

o Initial Cost: $1,200,000.00 (1st Year) o Recurring Cost: $1,200,000.00

3) Public Safety Staff Management Plan. This plan calls for hiring 15 additional FTEs will

affecting headcount and an estimated incremental increase of: o Initial Cost: $1,603,821.00 (1st year) o Recurring Cost: $1,603,821.00

O&M Budget Milestones:

April 2018: Begin budget Process – Completed May 2018: Departmental budget development – Completed June 2018: Strategic Planning Discussion – Completed July 2018: O&M Budget Presentation – Completed August 2018: Seek Approval of Budget & CIP from Board – Completed


BUSINESS PLAN GENERAL AIRPORT REVENUE BONDS

The Weighted-Majority has a long-term impact on the airport in the form of debt service. General Airport Revenue Bonds (GARBs): The current request is due, in part, to deferred maintenance of airfield pavement, roadways/bridges, and parking structure. Additionally, we will be undertaking a significant reconstruction project for one of our four parallel runways and its associated taxiways. Weighted-Majority (WM): Bonded Projects (FY19) Airport Facilities: Cost

• Runway 3L/21R & Associated Taxiway Reconstruction $240,00,000

• Airfield Pavement Rehab/Reconstruction Plan CY19-20 $10,000,000

• Taxi lanes U-9 & Q Rehab (Phase 1) $1,000,000

• Aircraft Remain Overnight (RON) Parking $14,000,000

• Blue Deck Rehab – Phase 4 $3,000,000

• McNamara Parking/Deck Rehab Phase 2 $3,000,000

• Bridges & Roadway Rehab CY19-20 $10,500,000

• Fire Training Facility Restoration-Burn Pit $10,250,000

• LC Smith-Berry Terminals Demolition (Previous WM was approved) $4,536,000

• North Terminal Gate Expansion-Bldg. & Passenger Boarding $6,100,000

• North Terminal Gate Expansion/Apron/Taxi lane Construction $10,900,000

• McNamara Baggage System Controls $13,500,000

• McNamara Tram Controls $4,500,000

$331,286,000

2018 Bond Issuance ($150,000,000)

Airport Facilities:

• Runway 3L/21R & Associated Taxiway Reconstruction $101,500,00

• Taxi lanes U-9 & Q Rehab (Phase 1) $1,000,000

• Aircraft Remain Overnight (RON) Parking $14,000,000

• LC Smith-Berry Terminals Demolition $16,500,000

o North Terminal Gate Expansion-Bldg. & Passenger Boarding ($6,100,000)

o North Terminal Gate Expansion/Apron/Taxi lane Construction ($10,400,000)

GARB Milestones: - June 5, 2018: Submit Weighted-Majority Request to Airlines – Completed - June 11, 2018: Update CEO – Completed - June 27, 2018: Present Updated Weighted-Majority Request to Board – Completed - July 3, 2018: Receive Decision from Airlines – Completed


BUSINESS PLAN

DIVISIONAL DELIVERABLES

Each divisional vice president is responsible for delivering results in support of the FY19-FY20 Business Plan. Also, each divisional vice president plays an important role in supporting the five focus areas.

• Operations & Maintenance – James Montgomery o Priority #1 – Manage Snow and Ice Control Plan (SICP)

• Business Development/Real Estate – Wendy Sutton o Priority #2 – Manage CBP Reimbursable Program o Manage North Terminal Concession Projects o Grow Willow Run Airport Business Development

• Public Safety – Michael Smouthers o Priority #3 – Implement Public Safety Staff Management Plan

• Planning, Design & Construction – Tom McCarthy o Manage DTW/YIP Construction Projects

• Terminal Operations – Angela Frakes o Publish Terminal Operation Standards Manual

• Finance – Istakur Rahman, Interim CFO o Institute an Enterprise Risk Management Plan o Implement an Enterprise Safety Awareness Program

• Government & External Affairs – Kenneth Dobson o Launch Regional Outreach Program

• Legal Services – Onnie Jacque, General Counsel o Leverage In-house legal expertise to support Airport Authority

• Administration – June Lee o Drive Enterprise Continuous Process Improvement

• Technology Services – Carol Steffanni, CIO o ERP Evaluation/Selection o Technology Alignment/Configuration o Facilitate System Training


BUSINESS PLAN

INITIATIVE #1 – OPTIMIZE BUSINESS PROCESSES ACROSS AIRPORT AUTHORITY

Ensure the Airport Authority is being managed at peak performance across all departments to provide a safe and financially sound organization. Unlike previous approaches to Continuous Process Improvement, this initiative will require the Senior Leadership Team to play an active role in the implementation. Stabilizing management team and optimizing business processes will ensure departments are doing value-added work.

A. Enhance our Snow and Ice Control Plan (SICP). a. Ensure we adequately train staff to operate snow equipment b. Ensure we have the equipment to maintain the airfield during major snow

events

B. Address Public Safety Staffing and Preparedness. a. Ensure we recruit, onboard and train officers b. Include applicable vehicles, equipment, and technology

C. Establish Baseline Departmental Process Mapping.

a. Conduct Triage and Standard Operating Procedures training b. Documentation & Repository Management

D. Perform Continuous Process Improvement to create High-Performing Teams.

a. Implement Best Practices b. Management Capability & Assessment c. Documentation & Repository Management

E. Increase Emergency Management Practices Awareness.

a. Airport Emergency Plan (AEP) b. Continuity of Operations Plan (COOP) c. Communication Plan d. Event Recovery


BUSINESS PLAN

INITIATIVE #2 – ALIGN TECHNOLOGY AND PEOPLE TO MEET BUSINESS NEEDS

Create a work environment where people have the right tools to achieve the goals and objectives required to effectively and efficiently maintain the airport system. Optimization and utilization of our enterprise technology platforms at the Airport Authority are crucial to our overall performance. Initiative #2 will complement Initiative #1 and ensure business processes, and people can perform duties through fully integrated seamless workflows without the need for standalone workarounds.

A. Alignment of existing technologies coupled with Procurement and Human Resource

systems.

a. Utilize change management methodologies to develop new and controlled

process improvements

b. Make recommendation for a future ERP roll-out

B. Prepare for full and seamless integration of future enterprise technology platforms.

a. Maximo: Integrate the unit cost of inventories

b. TRIRIGA: Integrate capital project planning and cost management

c. Geographical Information System (GIS): Adhere to federal regulations and

compliance of airfield “as-built” assets

C. Leverage legacy technology.

a. Leverage Maximo to fully utilize inventory management, central purchasing and

cycle counting

b. Leverage TRIRIGA to fully utilize its project management capability across all

departments with a long-term contract and financial implications

D. Establish meaningful measurement outputs from systems.

a. Develop department input/output data correlations with Enterprise Scorecard

b. Create action-oriented data as part of the departmental business processes


BUSINESS PLAN

INITIATIVE #3 – AIRPORT AUTHORITY PERFORMANCE MEASURES

We will measure performance in a way that helps us identify defects and deploy corrective action supported by data. Each department must develop reliable and repeatable measures that drive our five focus areas. These five focus areas will serve as the basis for our “Pay-for-Performance” program to coalesce the entire organization around a common set of standards to accomplish airport business goals. Bonus Distribution: If Airport Authority achieves 100% of its goals: Airport Authority Performance Individual Performance Vice Presidents 75% 25% Directors 40% 60% At-Will 15% 85%

1. Customer Experience (20%)

• Measure: Customer Experience Scoring Index

• Deliverable: Satisfaction Rating (≥ 4)

2. Financial Stewardship (20%)

• Measure: Cost Per Enplanement

• Deliverable: Projected Budget (CPE ≤ $10.36)

3. Operational Excellence (20%)

• Measure: Lost Work Day Case

• Deliverable: Target: (≤ 5 LWD Per Year)

4. People Development (20%)

• Measure: Critical Skills

• Deliverable: Employee Training Completion (≥ 85%)

5. Regional Engagement (20%)

• Measure: Small Business Enterprise (SBE) Participation

• Deliverable: Aggregate Contract Value Target (18%)

The Airport Authority will exceed

customer expectations by providing

a safe environment with clean facili-

ties and pleasant staff members.

The passenger experience begins at the

point travelers access our website, arrive

at curbside, or go through security to din-

ing at our concessions. We need the ability

to track and monitor how satisfied our

customers are at every touch point.

• Parking

• Ground Transportation

• Curbside//Security Screening

• Terminals/Ticketing

• Concessions

CUSTOMER SATISFACTION

MEASURE:

CUSTOMER EXPERIENCE SCORING INDEX

OR SERVICE INFORMATION

Detroit Wayne County Metropolitan Airport

Customer Experience

“Making the world available”

DELIGHTING OUR TRAVELERS

E A S Y T O N A V I G A T E

A C C E S S I B L E

C L E A N & S A F E

C U S T O M E R S E R V I C E

O N - T I M E D E P A R T U R E S

Office of Strategy Management


Customer Experience

CUSTOMER EXPERIENCE OBJECTIVE

Customer Experience is an integral part of customer relationship management (CRM), and it is important to the Airport Authority because travelers who have a positive experience are more likely to become repeat and loyal customers.

SCOPE:

Division/Department Owners The following departments directly influence how customers perceive their experience at our airport. Therefore, it is important that they play an active role in delighting our travelers.

• Terminal Operations Monitor/Corrective Action (ASQ)

• Concessions Monitor (ASQ)

• Government & External Affairs Monitor/Corrective Action (ASQ )

• Technology Services Monitor/Corrective Action (Website Usability)

• Planning, Design & Construction (Corrective Action)

• Maintenance (Corrective Action) What needs are we trying to fulfill?

• Exceptional customer service: Resolve customer complaints real-time

• Meet functional and emotional needs in the terminals and ground transportation

• Provide quality products to purchase Measurements and action plan to validate we are fulfilling customer needs

• Customer Experience Scoring Index ≥ 4 (Compensation Bonus Program)

• Very Unsatisfied = 1

• Unsatisfied = 2

• Neutral = 3

• Satisfied = 4

• Very Satisfied = 5

Benefits Challenges

• Benchmark strengths and weaknesses • Internal buy-in on key measures

• Create information pathways that allow us to effectively measure performance across the customer touch points

• Assign corrective action to support depart-ments

• Deliver quality service and innovation at an affordable price (Value-For-Money)

• Support Airport Authority Scorecard



CU

ST

OM

ER

EX

PE

RIE

NC

E


The Airport Authority’s financial

performance is central to remaining

competitive and maintaining airport

facilities.

Our financial performance stems from a

series of planning phases to arrive at our

operating budget for each fiscal year.

• Strategic Planning

• Tactical Planning

• Budget Planning

• Investment Planning

FINANCIAL STEWARDSHIP

MEASURE:

COST PER ENPLANEMENT (CPE)

ORMATION


Financial Stewardship

FINANCIAL PERFORMANCE

D E T R O I T M E T R O

W I L L O W R U N

W E S T I N H O T E L

P A R K I N G




Financial Stewardship

FINANCIAL OBJECTIVE

The financial managers of the Airport Authority are responsible for the financial health of the organization. They produce financial reports, direct investment activities, and develop strategies and plans for long-term financial goals. They provide three type of management decisions: 1) Capital Budgeting, 2) Capital Structure, and 3) O&M Financial Health.

SCOPE: Key Department/Divisional Owners The following departments directly impact the financial performance at our airport. Therefore, it is important that they play an active role in controlling expenses.

• All Divisions/Departments

• CFO (Corrective Action) What are we trying to analyze and why?

• Manage non-airline expenses to determine how the Airport Authority can reduce airline fees to remain competitive

• Control O&M cost

• Manage fiscal budget and project execution

• Determine opportunities for strategic investments Measurements and action plan to control expenses

• Cost Per Enplanements—CPE ≤ $10.36 (Compensation Bonus Program)

• Projected Budget CPE for ensuing fiscal year

• Track significant expense drivers

Benefits Challenges

• Make airport competitive by reducing land-ing fees

• Changing the culture

• Improve capital project management pro-cesses

• Funding mechanism for strategic projects



FIN

AN

CIA

L S

TE

WA

RD

SH

IP


The Airport Authority’s operational

excellence is based on compliance,

quality measurements and systems.

Our operational excellence measure key

performance indicators to determine level

of efficiency and effectiveness.

• Compliance

• Standard Operating Procedures

• Quality Assurance

• Safety

SAFETY-QUALITY STANDARDS

MEASURE:

LOST WORK DAY CASES



Operational Excellence

DRIVING QUALITY

A I R F I E L D P E R F O R M A N C E

S A F E T Y P E R F O R M A N C E

A S S E T M A N A G E M E N T

P A R T 1 3 9 P E R F O R M A N C E

P R O C E S S I M P R O V E M E N T




Operational Excellence

OPERATIONAL EXCELLENCE OBJECTIVE

Quality drives the best possible outcomes given our preparedness and available resources to support airfield and mainte-nance operations in accordance with standard operating procedures. Minimizing Safety risk will prevent unnecessary harm to our employees to an acceptable level while performing daily activities is our goal.

SCOPE:

Division/Department Owners The following departments directly impact quality and safety. Therefore, it is important that they play an active role in im-proving processes, people and technology.

• Develop Departmental Quality Key Performance Indicators (KPIs)

• Risk Management Monitor (OSHA Safety Data)

• Human Resources Monitor (Workman Compensation Data)

• All departments (Corrective Action) What are we trying to analyze and why?

• Improve quality and performance across the enterprise

• Establish department performance markers for staff

• Establish Engineering and Equipment Preventative Maintenance procedures to reduce downtime

• Make safety a part of work practices to eliminate on-the-job injuries Measurements and action plan for continuous process improvement

• Lost Work Day Cases per Year = LWD ≤ 5 (Compensation Bonus Program)

• Implement Safety Awareness Program

• Record Unsafe Acts/Unsafe Conditions

• Conduct Safety Investigation/Take Corrective Action

• Measure Cost of Damages/Injuries/Lost Work Days

Benefits Challenges

• Improve efficiency, reduce waste • Training Personnel

• Business Process Improvement • Leadership Support

• Establish repeatable and reliable KPIs

• Enhance Safety Awareness

• Eliminate on-the-job Injuries



OP

ER

AT

ION

AL

EX

CE

LL

EN

CE


The Airport Authority is committed

to its employees.

The Senior Leadership Team will provide

the tools to train employees and measure

their skills to create high-performing

teams.

• Employee Assessment

• Implement Improvements

• Promote Culture Change

EMPLOYEE DEVELOPMENT

MEASURE:

CRITICAL SKILLS



People Development


CULTURE: LIVING OUR CORE VALUES

E M P O W E R M E N T

D E L E G A T E A U T H O R I T Y

H O L D A C C O U N T A B L E

P E R F O R M A N C E B A S E D

R E C O G N I T I O N



People Development

PEOPLE OBJECTIVE

Our employees represent the single most critical and valued asset at the Airport Authority, and yet our investment in people is the least measured and understood.

SCOPE:

Division/Department Owners The following departments directly impact people. Therefore, it is important that they play an active role in the training, development and interaction with our employees, consultants, and travelers.

• All departments (Set Goals & Objectives)

• All divisions (Plan, Act and Do)

• Human Resources (Corrective Action) What are we trying to analyze and why?

• Recruiting and hiring the best employees

• Empowering and Team Building

• Training and Assessment

• Professional-Executive Development Measurements and action plan for continuous process improvement

• Critical Skills Completed by Employees ≥ 85% (Compensation Bonus Program)

• At least 85% of employees must complete critical skills

• Establish program to:

• Measure Training Effectiveness

Benefits Challenges

• Improve Workforce Skills • Personnel Training

• Create High Performing Teams • Union Negotiations

• Performance Based Incentives

• Culture Change



PE

OP

LE

DE

VE

LO

PM

EN

T


The Airport Authority regional en-

gagement must reflect our great city

with its rich diversity, technological

industries and international location.

Our external engagement should measure

results of intended and unintended conse-

quences of outreach initiatives, create

achievement for our staff, and be relevant

to the communities we serve.

• Who are we?

• What do we stand for?

• How can we make a difference?

• How can we impact community?

REGIONAL ECONOMIC ENGINE

MEASURE:

SMALL BUSINESS ENTERPRISE (SBE)

PARTICIPATION



Regional Engagement

MAKE IT HAPPEN

C O M M U N I T Y O U T R E A C H

A C T I V I S M

A M B A S S A D O R

E D U C A T E

N U R T U R E R E L A T I O N S H I P S

R E G I O N A L G R O W T H




Regional Engagement

REGIONAL ENGAGEMENT OBJECTIVE

The Airport Authority Regional Engagement should provide access to resources to local neighborhoods, municipalities and regional chamber of commerce to sustain quality of life for residents, enhance regional workforce and promote economic de-velopment.

SCOPE:

Division/Department Owners The following departments directly impact people. Therefore, it is important that they play an active role in the training, devel-opment and interaction with our employees, consultants, and travelers.

• Procurement (Facilitators)

• Government & External Affairs (Outreach Planners)

• All Divisions (Subject Matter Experts) What needs are we trying to fulfill?

• Improve Corporate Image and Perception

• Branding and Marketing

• Promote participation of small businesses to do business with Airport Authority

• Support and promote Regional Growth & Development Measurements and action plan for continuous process improvement

• SBE Participation: Aggregate Contract Value Target 18% (Compensation Bonus Program) - Drive SBE Certification and business participation

Benefits Challenges

• Provide goodwill to the communities • Internal consensus of organizational support

• Provide positive exposure to Airport Authority



RE

GIO

NA

L E

NG

AG

EM

EN

T


STRATEGIC PLAN BEYOND FY2019

Wayne County Airport Authority

Strategic Plan

Strategic Plan Beyond FY2019 1 Office of Strategy Management

TABLE OF CONTENT

TOPIC PAGE

INTRODUCTION 2

RENEW

Capital Improvements 3

Talent Acquisition 4

Enterprise Resource Planning (ERP) System 5

REFINE

Enterprise Risk Management 6

Electronic Document Management (EDM) System 7

Big Data Analytics 8

Revenue Growth 9

REDEFINE

Branding & Marketing 10

Value Innovation 11


INTRODUCTION Wayne County Airport Authority’s Strategic Plan provides foresight to C-Level Management

beyond the normal business planning cycles. The Airport Authority typically relies on Master

Plan Updates to direct long-range infrastructure capital projects and consultant studies to

provide non-aeronautical placemaking concepts and design standards. Unfortunately, the

Authority is limited in its ability to fund and implement key findings resulting from such studies.

With this planning document, we want to institutionalize the future WCAA Airport System.

Today, Wayne County Airport Authority manages and operates its large hub commercial airport

at a high level by industry standards; complete with two fairly new terminals and exceptional

concession concepts to delight passengers, while our National Reliever Airport is in need of a

significant overhaul to be competitive.

Utilizing three transformational pillars to renew, refine and redefine the WCAA Airport System

will enable the organization to remain financially relevant and sustainable:

1) Renewing our talent pool with a new crop of professionals willing to advance their

career in the aviation industry, while placing significant emphasis on risk

management that focuses on business investment management is crucial to the

long-range health of the enterprise.

2) Refining our approach to data analytics will enable the Authority to grow in

emerging economies. Utilizing big data will help us reshape how we do business in

the future.

3) Redefining the brand and marketing of our airport system to the region and

international community is paramount. Embracing market disrupters and new

workforce will inevitably drive future operations.

The future opportunities, funding instruments, and timing outlined below are designed to

produce prosperity for the region as well as allow the WCAA Airport System to maintain its

ranking amongst most prestigious airport systems in the country.

Chad Newton AAE, Interim CEO


RENEW CAPITAL IMPROVEMENTS The five-year Capital Improvement Plan (CIP) is constantly updated to reflect requirements needed to maintain safe and efficient operations on the airfield and throughout the aeronautical support areas. (FY2020-FY2025)

• Airfield

• Power Plants & Electrical Distribution System

• Fleet & Equipment

• Parking & Ground Transportation

• Bridges & Roadways

• Security & Communications

• Support Facilities

• Site Redevelopment & Demolitions

• Water, Sanitary & Stormwater

Strategy #1 – Capital Improvements

• GOALS & OBJECTIVES: Under the direction of Planning, Design & Construction, identifies capital projects with associated project cost, utilizing General Airport Revenue Bonds (GARBs) Process.

• TACTICS: Utilize Master Plan Studies, Pavement Condition Index, and other Engineering studies to conduct assessments, evaluations, and recommendations.

• MEASURES & DELIVERABLES: Quantify cost-benefit (dollar-value) of requesting new debt to fund capital initiatives.


RENEW TALENT ACQUISITION Despite the growing number of new hires, we understand that it takes several years of work

experience to develop the professionalism and expertise in critical positions. The Airport

Authority will develop its succession plan to promote more people from within the organization

to fill senior management roles. Our current talent recruitment model continues to fall short of

expectations and does not meet the needs of every business unit. Efforts to recruit millennials,

who can eventually fill key roles across all functions of the enterprise, is essential. (FY2020-

FY2025)

The organization has not addressed the statistics promptly, as the number of millennials will outpace every generational workgroup over the next ten years in the United States according to the U.S. Census Bureau. Establishing a formal mentoring program to incorporate leadership development and aeronautical business management training is core to changing the employee profile and landscape.

Strategy #2 – Talent Acquisition

• GOALS & OBJECTIVES: Under the direction of Human Resources, recruit highly educated graduate students with real-world work experience and develop a formal program for these new hires to work across multiple departments during their first two years of employment to retain quality workers. Fund through O&M Budgeting Process.

• TACTICS: Develop creative ways to attract new talent.

• MEASURES & DELIVERABLES: Deploy workforce 2025 with the expectations of turning over new leadership and operators.


RENEW

ENTERPRISE RESOURCE PLANNING SYSTEM (ERP) An ERP system includes product lifecycle management, supply chain management (for example purchasing, manufacturing, and distribution), warehouse management, customer relationship management (CRM), sales order processing, online sales, financials, human resources, and decision support system. (FY2020-FY2025)

Strategy #3 – Enterprise Resource Planning System

• GOALS & OBJECTIVES: Under the direction of Technology Services, purchase software with seamless integration into Maximo, TRIRIGA and Human Resource Systems.

• TACTICS: ERP allows the enterprise to manage the flow of internal business processes and allow for communication between a business's departments and its internal functions and data.

• MEASURES & DELIVERABLES: Better utilization of resources and assets resulting in a higher Return on Investment (ROI).


REFINE ENTERPRISE RISK MANAGEMENT A significant component of managing a large organization is understanding and anticipating the

risk factors that adversely impact the business functions, resource planning, and long-range

investments. (FY2020-FY2025)

The Authority needs the ability to forecast and plan for potential shortfalls, or deliberately leveraged headwinds through best practices of planning.

Strategy #4 – Enterprise Risk Management

• GOALS & OBJECTIVES: Under the direction of Internal Audit, develop an enterprise-wide risk management program is to identify potential problems before they occur so that risk-handling activities are managed across the organization to mitigate the adverse impact on achieving organizational objectives. Fund through O&M Budgeting Process.

• TACTICS: Set up a Risk Management Committee to create an entity-wide risk management

program.

• MEASURES & DELIVERABLES: o Creation of a more risk-focused culture for the

organization o Improved focus and perspective on risks o Identify and manage risks entity-wide o Reduce negative surprises and increase gains o Improved resources deployment and efficient use of

resources o Effective coordination of regulatory and compliance

matters


REFINE

ELECTRONIC DOCUMENT MANAGEMENT SYSTEM (EDM) An electronic document management system is a software program that manages the creation, storage, and control of documents electronically. The primary function of an EDM is to manage electronic information within an organization workflow. (FY2020-FY2025)

Strategy #5 – Electronic Document Management System

• GOALS & OBJECTIVES: Under the direction of Technology Services, purchase software with seamless integration into the various business systems and databases. Offer central repository and retention protocol.

• TACTICS: EDM allows the enterprise to controlled processes and practices for the creation, retrieval, review, modification, issuance, distribution, and accessibility of documents.

• MEASURES & DELIVERABLES: Better management of documentation resulting in higher Return on Investment (ROI).


REFINE BIG DATA ANALYTICS A Big Data software program will facilitate our ability to manage the creation, storage, and analysis of large multi-system datasets. The primary function of big data is to leverage the high velocity of data from multiple departments/systems to make actionable enterprise decisions. (FY2020-FY2025)

Strategy #6 – Big Data Analytics

• GOALS & OBJECTIVES: Under the direction of Financial Planning & Analysis, purchase software with seamless integration into the various business systems and databases.

• TACTICS: Utilize big data from a variety of sources and analyze it to predict and find answers that enable WCAA to 1) reduce cost, 2) reduce time, 3) create new products and optimized offerings, and 4) make smart decisions.

• MEASURES & DELIVERABLES: Make better business decisions resulting in a higher Return on Investment (ROI).


REFINE REVENUE GROWTH An important asset of Detroit Wayne County Metropolitan Airport (DTW) and Willow Run Airport (YIP) is our land bank holdings. While there has been some interest in the past to develop the Merriman Road DTW Gateway (Using OASIS Design Standards), more aggressive efforts are needed to expand non-aeronautical revenue. (FY2021-FY2030)

DTW Create a destination place where people can gather for dinner and entertainment, including moderate hotel accommodations. Consider Consolidated Car Rental Facility with multi-purpose applications. YIP Create a destination place for recreation and special events. Build upon Fixed Base Operation (FBO) private carriers.

Strategy #7 – Revenue Growth

• GOALS & OBJECTIVES: Under the direction of the Business Development & Real Estate, establish an executive planning team to develop a vision with broad regional impact and financial implications to the Airport Authority. Fund through General Airport Revenue Bonds (GARBs) or Customer Facility Charge (CFC), and eventually Passenger Facility Charge (PFC).

• TACTICS: Seek input from stakeholders; Board of Directors, Employees and adjacent communities. Solicit RFP to have developer prepare proposals to drive business opportunities.

• MEASURES & DELIVERABLES: Grow non-aeronautical revenue annually.


REDEFINE BRANDING & MARKETING For the past ten years, the Airport Authority has talked about branding itself. It is time we put our words into action. This initiative would have some cost tied to it for the simple reason, as we do not have expertise in-house to develop a branding and marketing strategy. However, we should take the lead to prepare our storyboard to assist in the development. (FY2020-FY2025)

Strategy #8 – Branding and Marketing

• GOALS & OBJECTIVES: Under the direction of Government & External Affairs, hire a top-tier marketing company to help develop our brand and marketing campaign for the Airport System. Fund through O&M Budgeting Process.

• TACTICS: Deploy every form of media outlet for our brand, images and marketing schemes to increase exposure to domestic and international travelers.

• MEASURES & DELIVERABLES: Utilize market measurement tools to quantify capture rate.


REDEFINE VALUE INNOVATION Regardless of where you live, market disrupters will impact your life. These are a special group of entrepreneurs who utilize innovation to find value in goods people want while reducing the cost to deliver those goods. (FY2020-FY2030)

The Airport Authority can learn from market disrupters to

reduce operating cost and enhance infrastructure through

innovative ways across the enterprise.

• Drones Part 139 Airfield Inspections

• Autonomous Ground Service Equipment

• Autonomous Snow Removal Equipment

• Security Drone

• Smart Pavement

• Biometrics

• TSA Wait-Time

• Terminal Artificial Intelligence Wayfinding

• Autonomous Consolidated Rental Car Buses

• Regional Transportation Integration

Strategy #9 – Value Innovation

• GOALS & OBJECTIVES: Under the direction of Strategy Management, develop an Airport 2030 Program that depicts an airport of the future run by ground robotics and artificial intelligent, while people engage in more sophisticated roles like maintaining autonomous vehicles and robotics. Fund through O&M Budget Process.

• TACTICS: Conduct market research, as well as apply value innovation to understand potential new opportunities in the market.

• MEASURES & DELIVERABLES: Quantify cost-benefit of transforming DTW and YIP into airports of the future.

Chad Newton, Interim CEO · Initiative #2 will complement Initiative #1 and ensure business processes, and people can perform duties through fully integrated seamless workflows without

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