STRATEGIC PLAN. FY

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1 STRATEGIC PLAN FY Adopted June 15, 2017

2 NAPLES AIRPORT AUTHORITY BOARD OF COMMISSIONERS Dick Evans Vice Chair Naples Airport began operation in 1943 as a military airfield. In 1969, the Florida State Legislature created the City of Naples Airport Authority as an independent government agency charged with the operation, development and improvement of the Naples Airport. All funds used for the airport are generated from activities at the airport or federal and state grants from aviation-related user fees; the airport receives no property tax dollars. The Florida Department of Transportation values the airport s annual economic impact to the community at $283.5 million. Naples Airport is home to flight schools, air charter operators, car rental agencies, and corporate aviation and nonaviation businesses, as well as fire/rescue services, mosquito control, the Collier County Sheriff s Aviation Unit and other community services. During the fiscal year, the airport accommodated 95,050 takeoffs and landings. Ted Brousseau Donna M. Messer Board Chair Naples Airport has a well-known reputation for excellence. Building on the solid foundation of past successes, this Strategic Plan is a roadmap to meet the challenges and opportunities of the future. With the launch of this five-year plan, I am confident we will foster a valued, engaged and empowered workforce, achieve even greater heights of operational excellence, and stay committed to sustainability. Michael Lenhard James Rideoutte Christopher Rozansky Executive Director This Strategic Plan is the result of a collaborative effort involving staff, management and the Board. We are enthusiastic about the result, which highlights our commitment to serving employees, customers and the community. Let s roll up our sleeves and get to work! Strategic Plan FY

3 VISION STATEMENT Connecting people to the Paradise Coast through an exceptional airport experience. MISSION STATEMENT We serve to operate, develop and maintain the Naples Airport with a commitment to enhancing the quality of life throughout the community. VALUES A GILE organization PASSIONATE in service to our community FOCUSED on excellence COLLABORATIVE decision making ACCOUNTABLE for our actions RESPECTFUL of one another, customers and citizens ETHICAL standard of conduct STEWARDSHIP of financial, social and environmental resources Strategic Plan FY

4 GUIDING PRINCIPLES Committed to SUSTAINABILITY Engaged, Empowered WORKFORCE OPERATIONAL Excellence Strategic Plan FY

5 Foster a valued, engaged and empowered workforce Develop and reinforce a culture that serves our employees, customers, and community Focus on employee development, succession planning, retention, etc. Be known as an employer of choice in southwest Florida and throughout the aviation industry Maintain operational excellence Maximize the safety, efficiency and security of operations, customers and citizens Provide exceptional customer service (internal and external) Strive to be recognized as best in class, an industry leader Act ethically and with transparency Manage with high regard for financial integrity and responsibility Be inquisitive, eager to learn and continually challenge the status quo Seek to improve and automate internal processes Committed to sustainability Fuel economic impact Diversify operating revenue Responsible facility planning and development Responsive community partner and good neighbor Lead southwest Florida and our industry in innovation, social responsibility and environmental stewardship Strategic Plan FY

6 GOAL #1 Develop and implement EONS Economic viability Operational efficiency Natural resources conservation Social responsibility a comprehensive leadership and workforce program OBJECTIVES Promote and reinforce a values-centered culture (APF CARES) Align organizational structure, staffing, processes and skills to continue providing core services and achieve strategic goals Attract, develop and retain strong talent to achieve strategic goals Offer structured opportunities for professional growth Encourage industry participation and pursuit of leadership opportunities MEASURES % Engagement survey participation by 2021 % Retention rates Promotion ratio Quantity of training/development classes completed and conferences attended % Employees maintaining certifications and/or credentials Projects implemented on time and within budget Strategic Plan FY

7 GOAL #2 Enhance operational EONS Economic viability Operational efficiency Natural resources conservation Social responsibility productivity through improvements in processes and technology OBJECTIVES Employ a systematic and disciplined approach to project management Reduce volume and redundancy of manual data entry in day-to-day activities Streamline programs and procedures Identify and utilize technology that will assist in decision making, and/or increase efficiency Provide customer service that exceeds industry standards MEASURES Projects implemented on time and within budget % reduction of manual processes identified in the work plan Reduction in quantity of paper purchased Customer satisfaction survey results and industry rankings Strategic Plan FY

8 GOAL #3 Integrate sustainable EONS Economic viability Operational efficiency Natural resources conservation Social responsibility practices into organization projects, plans, and initiatives OBJECTIVES Diversify sources of operating revenue Practice fiscal responsibility in both the operating and capital budgets Responsible development and maintenance of airport infrastructure Ensure proper preparation for business continuity and disaster recovery Provide equal quality of service to all customers Preserve the safe and efficient use of the airport Collaborate with the City, the County, and developers to maintain compatible land uses surrounding the airport Continue to lead and innovate in preserving the environment and natural resources MEASURES Number of sources of operating revenue % return on investments % net operating margin Projects completed on time and within budget Ratio of scheduled vs unscheduled maintenance of airport infrastructure Regulatory inspection results Reduction in interruption and disruption to business Conservation statistics for resource utilization Experience Modification Rate (EMR) Number of damage incidents Recognition through industry awards and rankings Strategic Plan FY

9 GOAL #4 To be an engaged, EONS Economic viability Operational efficiency Natural resources conservation Social responsibility responsive partner in service to our community OBJECTIVES Support the implementation of the Noise Compatibility Committee Strategic Plan (Appendix A) Promote and implement the NAA Noise Compatibility Policy Statement (Appendix B) Respected as an innovative industry leader Community and stakeholder outreach, education, collaboration and service Inspire the next generation of aviation professionals Influence industry, legislative, and governmental affairs Honor, preserve, and celebrate aviation s historical contributions to the community MEASURES Voluntary curfew compliance Trends in aircraft operations, noise comments Number of speaking engagements and community events attended Number of airfield tours and community events hosted Trends in media coverage Participation in industry events and aviation projects Visibility in legislative and governmental affairs Trends in website traffic Strategic Plan FY

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