Richard Sinkoff, JD, MCPevents.eventact.com/Ortra/IAPH2012/IAPH Jerusalem... · Richard Sinkoff, JD, MCP Director of Environmental Programs and Planning IAPH Best Practices Workshop

Richard Sinkoff, JD, MCPDirector of Environmental Programs and Planning

IAPH Best Practices Workshop

Preparing the Port Strategic Master PlanCase Study: The Port of Oakland Strategic Plan Fiscal Years 2011-2015

Director of Environmental Programs and PlanningPort of OaklandOakland, California USA

International Association of Ports and Harbors (IAPH) Mid-Term Conference and Board MeetingJerusalem, Israel

Wednesday, May 23, 2012

OUTLINE OF PRESENTATION

I. WHAT is a Port Strategic Plan?

II. WHY prepare a Strategic Plan?

III. HOW does one prepare a Strategic Plan?

IV. WHO is involved?

V. Case Study: Port of Oakland (California, USA)V. Case Study: Port of Oakland (California, USA)

VI. Questions & Answers (“Q&A”)/Dialogue

THE PORT STRATEGIC PLAN: WHAT IS IT?

The Port Strategic Plan is the policy framework guiding Port business activities and operations to achieve long-term goals and objectives consistent goals and objectives consistent with Port mission and vision.

Key Concepts:

Policy framework; guidance; long-term; mission and vision.

THE PORT STRATEGIC PLAN: WHY PREPARE?

The purpose of the Strategic Plan is to provide the policy and decision-making framework to focus the work of staff and the Board and guide the overall alignment of the Port to an increasingly dynamic and competitive business environment.

Key Concepts:

Policy and decision-making framework;

organizational focus; alignment.

THE PORT STRATEGIC PLAN: HOW TO PREPARE?

Best Industry Practices in Planning:

Economic and market analyses

Qualitative surveys

Opportunities and Challenges (“SWOT”)

Goals and Objectives

Vision and Mission Statement

Implementation Plan

Stakeholder Participation

Key Concepts: Best Industry Practices; planning

process; implementation plan; stakeholder participation.

THE PORT STRATEGIC PLAN: WHO IS INVOLVED?

The planning process is an organization-wide

effort involving the Board of Port Commissioners,

Executive and Management Staff, and Port

stakeholders in business, labor and the

community, often supported by interdisciplinary community, often supported by interdisciplinary

staff teams and industry specialists.

Key Concepts: Organization-wide; Board and staff;

stakeholder engagement; interdisciplinary.

Today’s Setting: Challenges

• Global Economic Recession• Slow Economic Recovery• High Cost of Energy and Fuel• National and Local Security• Long-Term Climate Change Impacts• Long-Term Climate Change Impacts• Aggressive Competition• Community Expectations• Organizational Readiness for Change

Today’s Setting: Opportunities

• Signs of Global Economic Recovery• Large Regional Economy of Northern California• Gateway Position for Cargo and Services• Market Demand for Goods and Services• Strength of Relationships with Community, • Strength of Relationships with Community,

Agencies and Business Partners• Recognition of Need for New Direction• Strong Environmental and Social

Equity Track Record • Highly-Skilled, Results-Oriented Workforce

CASE STUDY: PORT OF OAKLAND

Elements of the Plan (The Elements of the Plan (The 3 3 Major Structural Elements)Major Structural Elements)

•• Guiding Principles = ValuesGuiding Principles = Values

•• Strategic Priority Areas = Groups of Guiding PrinciplesStrategic Priority Areas = Groups of Guiding Principles

•• Goals and Objectives = PoliciesGoals and Objectives = Policies

CASE STUDY: PORT OF OAKLAND

Elements of the Plan (Elements of the Plan (3 3 Operational Elements)Operational Elements)

•• Implementing Actions = Specific, Measurable ActionsImplementing Actions = Specific, Measurable Actions

•• Priorities = Top Tier of GoalsPriorities = Top Tier of Goals

•• Stages of Plan Implementation = Progressive phases by fiscal yearStages of Plan Implementation = Progressive phases by fiscal year

CASE STUDY: PORT OF OAKLAND

Stage Stage 1 1 (FY (FY 20112011): Stabilize (): Stabilize (43 43 Implementing Actions)Implementing Actions)

Stage Stage 2 2 (FY (FY 20122012): Market and Design (): Market and Design (19 19 Implementing Actions)Implementing Actions)

Stage Stage 33: (FY : (FY 20132013): Build (): Build (9 9 Implementing Actions)Implementing Actions)

Stage Stage 44: (FY : (FY 20142014): Perform): Perform

Stage Stage 55: (FY : (FY 20152015): Sustain): SustainStage Stage 55: (FY : (FY 20152015): Sustain): Sustain

CASE STUDY: PORT OF OAKLAND

Clarify our vision and mission5-Year Port of Oakland Strategic Plan (October 5, 2010)

“We are an innovative and sustainable Port through an “We are an innovative and sustainable Port through an aggressive focus on business and optimal performance.”aggressive focus on business and optimal performance.”

“The Port of Oakland delivers the highest value to our “The Port of Oakland delivers the highest value to our customers and community through sustainable stewardcustomers and community through sustainable steward--ship and growth of our assets, optimal performance of our ship and growth of our assets, optimal performance of our people, and focus on our aviation, maritime, and real people, and focus on our aviation, maritime, and real estate businesses.”estate businesses.”

Outcomes: The Promise of the Strategic Plan

• Grow and Expand Core Port Businesses

• Strengthen and Grow Revenue, Market Share and Finances

• Enhance Environmental Stewardship

• Strengthen Connectivity and Participation of Stakeholders

• Develop an Innovative, High-Performing and Ethical Organizational Culture

• Realize Highest Potential for City, Region and State

For more information, contact:

Richard Sinkoff, JD, MCPDirector of Environmental Programs and PlanningPort of Oakland

[email protected]