Strategic Plan. Approved by the Port Commission April 28, 2015

Transcription

1 Strategic Plan Approved by the Port Commission April 28, 2015

2 Contents 1. Introduction 2. Strategic Plan Hierarchy 3. Situation Analysis 4. Core Values, Vision, and Mission 5. Strategic Goals and Objectives Appendices: A. Consultation Process- Attendees STRATEGIC PLAN 2

3 Section 1: Introduction STRATEGIC PLAN 3

4 Introduction Objectives of the Strategic Plan The Objectives of the Strategic Plan are to: Establish a clear vision for the future development of Port Houston Establish a balanced structure of strategic goals and objectives to achieve Port Houston s vision and coordinate cross-functional organizational transformation Establish performance measures to track and report progress The Plan has been prepared based on materials developed by the Port Houston Strategic Planning Design Team, and after 1 consultation with the following : Port Houston Commission Members Port Houston staff, through staff focus group meetings and additional outreach by the Design Team Community and business stakeholders, through focus group meetings 1 Consultation process attendees are listed in Appendix A STRATEGIC PLAN 4

5 Introduction (continued) The Strategic Plan includes: Core Values: The fundamental values which Port Houston has adopted, governing behavior and action Vision Statement: A high level statement, providing a common, unifying definition of the long-term end-state that Port Houston intends to achieve Mission Statement: A concise statement of the organization s enduring purpose Strategic Goals: A limited set of high level strategic goals identifying the big picture outcomes that the organization must achieve to attain its vision Strategic Objectives: A broad range of organization-wide strategic objectives which must be delivered in order to reach the strategic goals 2017 Outcomes: A set of specific, measurable outcomes which must be achieved during the second year of the Plan. Action Plans: Cross-functional action plans to deliver each strategic objective over a three year period (in Appendix B) Situation Assessment : An analysis of Port Houston s strengths, weaknesses, opportunities, and treats Cross Functional Team: A group comprised of employees and/or stakeholders from varying departments, levels, and locations. 2 Situation Assessment is in Appendix C 2 STRATEGIC PLAN 5

6 Section 2: Strategic Plan Hierarchy STRATEGIC PLAN 6

7 Strategic Plan Hierarchy Aspirational Values R E A D Y Vision America s distribution hub for the next generation Achievable Mission Move the world and drive regional prosperity Strategic Goals People Growth Infrastructure Stewardship Strategic Objectives Specific & Tangible Actions & Performance Measures (Action Planning and Cross Functional Teams) STRATEGIC PLAN 7

8 Section 3: Situation Analysis STRATEGIC PLAN APPENDIX B

9 External Factors Internal Factors Situation Assessment Helpful STRENGTHS Central US Location Proximity to large and growing population and energy industry Diverse terminal facilities, with capacity to grow Strong and diverse market base with established supply chains Committed and capable management and staff OPPORTUNITIES Cargo diversification and market development Freight mobility rail and heavy haul corridor Alternative funding sources leverage strong balance sheet, PPP, etc. Partnerships (state, regional, industry, other ports) Enhanced stakeholder communication and engagement- further develop port advocates Harmful WEAKNESSES Organizational issues- silos, lack of cohesion, no succession plan, staff development Aging facilities and channel limitations Brand- weak and inconsistent Absence of technology strategy to apply leading edge capabilities Lack of effective policies and procedures Pockets of low employee morale and trust Reactive culture, resistant to change THREATS Erosion of federal, state, and local funding Road, rail, and channel congestion Competition- West Coast ports, Charleston, Savannah, Freeport, Mexico, New Orleans, etc. Oil prices, possible economic downturn Negative public perception Events- Natural disasters, security incidents, accidents, etc. Workforce shortages STRATEGIC PLAN 4 STRATEGIC PLAN APPENDIX B

10 Section 4: Core Values, Vision, and Mission STRATEGIC PLAN 8

11 Port Houston Core Values Port Houston s fundamental values governing our behaviors and actions R E A D Y Respect We treat each other, our customers, and all our stakeholders with respect, fairness and compassion. We are committed to openness and trust. We take pride in diversity and respect people s dignity at all times. Excellence We are dedicated to understanding our customers needs and delivering excellent service, both internally and externally. We seek continuous improvement, and the highest quality in our planning, delivery, and communication. Accountability We set challenging goals and hold each other accountable for achieving them. We honor our commitments to each other, our customers, and stakeholders. We act with integrity and take responsibility for our actions. Diligence We work hard and with determination in the pursuit of our goals. We go the extra mile to find solutions to problems and take the trouble to get the details right. You We do this all for You whether you are an employee, a customer, a local resident or other stakeholder. STRATEGIC PLAN 9

12 Port Houston Vision A common, unifying definition of the long-term end state Port Houston intends to achieve America s distribution hub for the next generation This bold, ambitious statement envisages a future state with the following characteristics: A leading national (as opposed to regional), multi-modal hub for imports and exports A leader in efficiency, service, and innovation Increased market share, increased capacity, and improved freight mobility A focus on preparing for the next generation STRATEGIC PLAN 10

13 Port Houston Mission Port Houston s motivation and enduring purpose To move the world and drive regional prosperity Key Words: Move the world captures succinctly Port Houston s role in facilitating safe navigation and enabling global maritime trade. Drive reflects a commitment to act with energy and initiative, and achieve a high level of results Regional emphasizes Port Houston s connection with, and commitment to the region it serves Prosperity establishes the primary purpose of Port Houston to deliver broad social and economic benefit STRATEGIC PLAN 11

14 Section 5: Strategic Goals and Objectives STRATEGIC PLAN 12

15 Strategic Goals High level goals identifying the big picture outcomes that Port Houston must achieve to attain its vision People & Organization Invest in people and organize for success Growth Grow and diversify the business base Infrastructure Provide and facilitate infrastructure to meet demand Stewardship Sustain *Port for the long-term *The Stewardship goal description has replaced business with Port. This change has not been approved by the Port Commission. STRATEGIC PLAN 13

16 Strategic Objectives Port-wide objectives must be delivered to reach the strategic goals People & Organization Growth Infrastructure Stewardship Invest in people and organize for success a. Align with strategic goals and strengthen communication b. Implement a workforce development program c. Implement streamlined processes supported by technology Grow and diversify the business base a. Develop and implement a proactive market development plan b. Deliver cost and service advantages through innovation and efficiency c. Develop a strong brand identity Provide and facilitate infrastructure to meet demand a. Develop and implement a facilities Master Plan and Asset Management Program b. Develop funding strategies to deliver the capital program c. Leverage key partnerships to influence regional infrastructure investment Sustain *Port for the long term a. Be an Environmental Leader b. Cultivate productive relationships with all stakeholders c. Operate safely and securely *The Stewardship goal description has replaced business with Port. This change has not been approved by the Port Commission. STRATEGIC PLAN 14

17 Appendix A: Consultation Process- Attendees STRATEGIC PLAN APPENDIX A

18 Strategic Planning Design Team Last Name First Name Department Title Role Vincent Mark Channel Development Director, Channel Development DT Herbst Leslie Community Relations Director, Community Relations DT Rodriguez Olga Internal Communications and Engagement Sr. Director, ICE DT Guenther Roger Executive Executive Director DT Duncan Curtis Controller Controller DT Finley Tim Finance Chief Financial Officer DT McNamara David Legal Assistant General Counsel DT Abril Julio Operations Director BCT Operations DT Fabian Nathan Maintenance Assistant Maintenance Manager DT Soares Paulo Maintenance Sr. Director, Maintenance DT Trevino Brenda Project Construction Management Project Manager DT Thomas Jessica Security Director, Security DT Price Adrian Office and Building Services Manager, Office and Building Services DT Thompson Charles Information Technology Chief Information Officer DT Moseley John Trade Development Sr. Director, Trade Development DT/ AP Shaver Jessica People Chief People Officer AP Woodring Marcus HSSE Chief HSSE Officer AP Byrnes Rich Infrastructure Chief Port Infrastructure Officer AP Hook Lindsay Corporate Strategy Director, Corporate Strategy F DT = Design team AP = Action Plan Team Lead F = Facilitator Updated Jan STRATEGIC PLAN APPENDIX A

19 Internal Focus Group Meetings STRATEGIC PLAN APPENDIX A

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