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