Big Bear Airport District Strategic Plan 2016...Big Bear Airport District Strategic Plan 2016 . 12....
Transcript of Big Bear Airport District Strategic Plan 2016...Big Bear Airport District Strategic Plan 2016 . 12....
Big Bear Airport District Strategic Plan 2016
8 Adopted Update May 11, 2016
1.1 FAA Airport Capital Improvement Program (ACIP) The District will leverage Federal AIP grant funding and state grant funding to pursue
and construct improvements to the facilities and infrastructure of the Airport. As part
of the FAA ACIP process, Airport Management meets with the FAA ADO (Airport
District Office) Program Managers annually to update the five year ACIP. The
following list represents the current FAA ACIP.
2016
• Construction of Airfield Lighting/ Electrical System Improvements: The
project includes replacement of the medium intensity runway and taxiway
lighting fixtures (300 lights total) and cables (approximately 45,000 linear feet),
supplemental wind cone replacement (total of 2), installation of LED airfield
guidance signs retrofit kits (total of 50), installation of counterpoise system,
safety grounds and lighting protection improvements, electrical infrastructure
installation, airfield vault building improvements, installation of REILS (total of 2
sets), and relocation of PAPI controller.
2017 • Environmental Assessment (EA) for Taxiway B Extension: Parallel
Taxiway B Extension, which will include a 2,000-foot extension for the 40-foot
wide taxiway. Project will include construction duration calculations, equipment
utilization and worker access, water quality and runoff calculations, and
environmental consultant coordination, and an Environmental Assessment
(biological reconnaissance and wetland delineation and cultural resources
investigation).
Big Bear Airport District Strategic Plan 2016
9 Adopted Update May 11, 2016
• Prepare Facility Program, and Design SRE Building: Facility Program to
confirm eligibility of the various components for the Snow Removal Equipment
(SRE) Building. The proposed building is anticipated to be a 5-vehicle bay,
approximately 8,000 square-foot facility, located to the west of the existing
airport terminal building. The ALP will be revalidated with the exact location
during the Record Drawing update of the Airfield Lighting and Electrical
Improvement project.
• Environmental Assessment (EA) for Land Acquisition (5.5 acres): This
project will be contingent upon District acquisition of property. This land may
be utilized for permanent hangar development. Environmental Assessment
(biological reconnaissance and wetland delineation and cultural resources
investigation). 2018
• Construction of SRE Building: 5-vehicle bay, approximately 8,000 square-
foot Snow Removal Equipment (SRE) building, located to the west of the
existing airport terminal building. 2019
• Design and Construction of Taxiway B Extension: Design and construction
of the parallel taxiway extension (2,000-foot extension to the threshold of
Runway 8).
• Airfield Pavement Management System Plan (APMS), including PCNs: Prepare an Airfield Pavement Management System Plan to evaluate pavement
conditions, and determine Pavement Classification Indexes (PCIs) and
Pavement Classification Numbers (PCNs). This plan is critical to obtain future
FAA pavement rehabilitation funding.
• Environmental Mitigation for Taxiway B Extension: This mitigation for the
Taxiway B extension is expected to be accomplished starting in the spring of
2019.
Big Bear Airport District Strategic Plan 2016
10 Adopted Update May 11, 2016
2020 • Design and Construction of Airfield Pavement Rehabilitation: Design and
construction of pavement surface treatment rehabilitation for the airfield
pavements (runway, taxiways, and aprons) based on APMS (to be prepared in
2019). 2021
• Airport Layout Plan (ALP) Update including Narrative Report and AGIS: Prepare an update to the Airport Layout Plan, including a narrative report
based on the Master Plan Update that was completed in 2008. An AGIS
survey will be accomplished for the items within the airport boundary.
1.2 District Capital Improvement Program (CIP) The District will use its own financial resources to pursue and construct improvements
to the facilities and infrastructure of the Airport. The CIP list is updated by the Board
annually for each fiscal year, as part of the annual budget process. The public is always
welcome to attend these Board meetings to provide input on these and future projects.
2016-2017
• Fuel Farm: The District will use its financial resources to replace the current fuel
island with a new safe and modern fuel storage and dispensing facility. The new
facility will have surplus capacity (two 15,000 gallon storage tanks) for
emergency operations and to provide enough storage to eliminate “rush” fuel
orders from our fuel vendor.
• Solar Energy: The District will use its own resources to construct a number of
solar panel banks that will lower energy costs and help the Airport to become a
“green airport”.
• Terminal Building Remodel: The Airport Terminal Building has been a very
useful part of our airport over the years. It is seen however that the building, as
currently configured, may not provide a superior airport experience as desired by
the Board or act as the important operational center needed by the Airport in the
future. The Board will work together to create a vision for an updated and modern
Terminal Building Remodel.
Big Bear Airport District Strategic Plan 2016
11 Adopted Update May 11, 2016
• Large Hangar Rental Space: Large hangar space has been clearly shown to be
in demand in our area. Currently with a significant hangar wait list, the District
sees this as a means to both supply demand for our customers and provide an
economic development opportunity for the Valley. Large hangar space generally
allows for businesses and companies to consider Big Bear as an area where
they can place a significant asset, thus perhaps their business. As a District that
is sensitive and understanding to our neighboring community, we will consider
where and how to best provide larger hangar space through a hangar space
master plan that will allow us to consider best and highest use of those hangars
that exist as well as locations throughout the airport for additional hangars.
• Transient Aircraft Hangar Space: Through the airport’s efforts to develop
additional hangar space for based aircraft, it would be beneficial to reserve and
provide overnight or multiple night hangar space to transient aircraft operators.
• Parking Lot Landscaping (Terminal Entrance): Improve the landscaping
surrounding the terminal entrance parking lot.
1.3 Partner with Community Groups on New Projects The District will pursue opportunities to partner with local community groups to
develop and execute facility and infrastructure projects that will add value and benefit
both the Airport and the community.
2016-2017
• Acquire Runway Protection Zone (RPZ) located in Bear City Park: The
acquisition of this parcel would help mitigate concerns in the event of an aircraft
over-run/under-shoot scenario. However, the District should also commit funds
and work with the community to create a visually attractive space, while
discouraging unsafe congregation of people in this area.
• Aircraft Viewing Area (terminal): The airport could partner with one or more
local service organizations to create a public aircraft viewing area near the
terminal, to encourage community support of aviation. The proposed site for the
viewing area would require the removal of the old airport fuel island and could
incorporate children’s playground equipment and picnic tables.
Big Bear Airport District Strategic Plan 2016
12 Adopted Update May 11, 2016
• On-site Airport Campground (SE Area of Airport) Phase 1: The District has
expressed interest in enlarging our airport campground footprint to allow an
increase in fly-in camping to our airport. The proposed site for Phase 1 would
be in an underutilized area in the southeast quadrant of the airport. A possible
Phase 2 could then be developed to the west of this location if the campground
was being fully utilized. There are a number of locally based organizations who
may be interested in partnering with the airport for this improvement (including
the Big Bear Airport Pilot’s Association and Civil Air Patrol).
• Pet Relief Area: The airport could partner with one or more local service
organizations to create a grass covered pet relief area adjacent to the GA
Terminal to accommodate guests with pets.
Big Bear Airport District Strategic Plan 2016
13 Adopted Update May 11, 2016
2.1 Staff Training Programs • Professional Line Service Training (PLST) Program: Ongoing NATA Safety
1st training program to train all employees to service aircraft to industry
standards. All current employees have completed training and all new hire
employees in this classification will complete certification.
• Customer Service Training Program: Instituting new Lynda.com Customer
Service program for all employees through an online training portal.
2.2 Service Standards The Big Bear Airport will work to ensure that our service standards are aligned with
the guidelines laid out by the Big Bear Airport District Board of Directors.
Our Service Standards provide practical examples of the level of service expected from
the entire airport community. These are used to guide day-to-day interactions with
customers and ensure a great airport experience.
These Service Standards should be adopted by airport employees, concessionaires,
and any businesses at the Big Bear Airport that will affect the experience and
satisfaction level of our customers. Customer satisfaction has a broad reach and as an
airport community, an effort should be made on all levels to provide a first class
experience.
The declaration on the following page illustrates these airport community shared values
and goals that will lead to superior service standards.
Big Bear Airport District Strategic Plan 2016
14 Adopted Update May 11, 2016
As a member of the Big Bear Airport community, I will:
1. Work together with others to offer a first-class experience for our customers, including ensuring a timely facilitation of customers and baggage through the terminal.
2. Take pride in my environment and be aware of security and safety at all times. Respond to and report safety, security, maintenance, cleanliness and operational concerns immediately.
3. Acknowledge customers in a friendly manner, even as I walk through the terminal. Be proactive in offering directions or assistance to people visiting the airport and be aware of the cultural needs of our diverse customer base.
4. Ensure my knowledge of the products and services available at, or offered by, Big Bear Airport is up to date, and respond to customer inquiries accordingly.
5. Ensure all details of my business, products and services, including contact details, are kept up to date through relevant tools (e.g. website, app) and infrastructure (e.g. signs).
6. Always be ready and willing to respond to customers. View customer feedback as an opportunity to improve and act appropriately in a timely manner.
2.3 Value Added Services • Provide Additional Aircraft Services
o Air compressor o Pre-Heating o Oxygen o Coffee/Ice/Catering o Ground Power o Lavatory Service o Competitive Fuel Pricing o Baggage Carts
• Gift Shop/Souvenir Sales Items
• Concierge/Automated Concierge Kiosk in Terminal Lobby
Big Bear Airport District Strategic Plan 2016
15 Adopted Update May 11, 2016
3.1 Retain and Grow Core and Non-Core Businesses and Services • Flight School and/or Flying Club • Aircraft Maintenance Stations
• Terminal Restaurant
• Aviation Medical Examiner
• Part 135 Cargo
• Aircraft Insurance Broker
• Aircraft Sales
• Fixed Base Operator
3.2 Airport Marketing Plan As a best practice and to promote business growth and increase visitors to the
Airport, the District will develop and maintain an Airport Marketing Plan that
addresses the following items:
• Marketing Strategies
o Local Community (Internal Customers)
o Fly-in Community (External Customers)
• Staffing and financial resources to support the effort
• Marketing Plan Performance Measurements
This Airport Marketing Plan will be developed by an Airport Marketing Team and
implemented by the General Manager as a stand-alone document that will be
updated annually and utilized as a strategic tool.
3.3 Link Transportation Networks
Big Bear Airport District Strategic Plan 2016
16 Adopted Update May 11, 2016
In an effort to promote the community, attract new customers, and aid in their ground
transportation needs to and from the airport, the District will seek community
partnerships to link the ground transportation network from the airport to businesses
and attractions within the Big Bear Valley.
• Taxi Service
• Rental Cars • Bus Transit System: MARTA bus stop at Terminal • Big Bear Weekend Trolley: Trolley stop at Terminal • Shuttle Service - Community based partnerships or Airport Managed
• Create Partnership with local Uber drivers
Big Bear Airport District Strategic Plan 2016
17 Adopted Update May 11, 2016
4.1 Financial Stability Financial strength will result from smart investment and diversification of District
reserve funds. Reserve funds will be managed in a liquid interest bearing instrument
(in compliance with the District Investment Policy) that can be used for contingency
operations and in the event of an emergency. The Board should decide the minimum
contingency funds to be maintained (i.e.: six months operating expenses, etc.).
4.2 Use of Public Funds The District will continue examining best methods and procedures that will contribute
to our excellent performance in financial controls, compliance and reporting.
Cautious, productive and transparent financial management is a primary
responsibility of the Big Bear Airport District Administration and Board of Directors.
4.3 Increase Revenue and Reduce Costs Increase Revenue: We will examine additional areas of revenue available to the
Airport as well as determine if current revenue streams can be enhanced.
• Core Business. Aviation-related (i.e., Flight Schools, Fix Based Operators,
and Aircraft Maintenance Stations).
• Non-Core Business. Not aviation-related (i.e., office spaces, restaurant, and
concessionaires).
Examples of these options could be a recruiting effort to entice aviation-related
businesses exploring opportunities to sell/lease space on airport properties for
advertising, etc. Ideas include:
Big Bear Airport District Strategic Plan 2016
18 Adopted Update May 11, 2016
• Office Space Occupancies
• Upstairs Concessions
• Airport Sponsored Events
Reduce Costs: The Airport will develop standards and procedures that increase
operational efficiencies and reduce costs. These policies and procedures will look at
streamlining operations and increase productivity with a corresponding reduction in
costs. Ideas include:
• Efficiency in Scheduling and Staffing
• Improve Communication
• Use of Technology
• Negotiate with Vendors
• Use the Special District Leadership Foundation (SDLF) Programs to
maximize Credit Incentive Program (CIP) points and lower Special
District Risk Management Authority (SDRMA) insurance premiums.
o Property/Liability Credit Incentive Program
o Workers’ Compensation Credit Incentive Program
Big Bear Airport District Strategic Plan 2016
19 Adopted Update May 11, 2016
5.1 Commitment to Transparency and Setting Clear Guidelines
• Special District Leadership Foundation (SDLF) Programs: • District Transparency Certificate of Excellence
• District of Distinction
• Setting Clear Guidelines: According to industry standards and best practices, the District will develop and implement the following guideline, rules, and procedures to improve communication, promote clarity, and encourage transparency:
First Steps (Completed) • Update Director’s Policy Manual • Update Strategic Plan • Update District Purchasing Policy
Primary Guiding Documents • Rules and Regulations • Minimum Standards • Airport Emergency Plan and MOU/LOAs
Additional Guiding Documents • Update various District Policies (including Policies and Procedures
Manual) • Update Employee Personnel Manual • Update Records Retention Policy (including Email Retention) • Create Templates for Bid Packages • Public Records Request Form and Staff Training • Create Fee Schedule and Update Annually
Big Bear Airport District Strategic Plan 2016
20 Adopted Update May 11, 2016
5.2 Board and Staff Development • Succession Planning and Staff Development: Sustaining a high-performing
workforce, ensuring continued access to highly-qualified key personnel is
critical to the mission and operations of the District. We will endeavor to
ensure that it maintains a mission-focused workforce that has the skills and
experience to meet the needs of the District today and into the future. • Office and Business Skills Training Program: Instituting new
Lynda.com program training program for all employees through an
online training portal.
• Promote Employee Tuition Reimbursement Program: Management
support and promotion of utilizing and possibly expanding current
employee programs to gain new skills in the workforce.
• Board Development: It is a best practice of Boards to embark on their own
development. This means that the Board will set clear guidelines for itself, make
clear that self-assessment and training are important and create means for this
self-assessment. This and future Boards will benefit from a comprehensive set of
policies and protocols for use as guides in the areas of conduct, meetings, and
governance aspects of the Board’s work.
As such, we will develop, adopt and maintain the following:
• Board Policies and Procedures Manual
• New Board Member Orientation Program • Evaluation Process for the District General Manager. • Develop and maintain a training plan for Board members and adopt a
means of assessing Board performance.
Big Bear Airport District Strategic Plan 2016
21 Adopted Update May 11, 2016
5.3 Compensation Studies To ensure the District remains a desirable workplace and is thereby able to recruit
and retain a top-notch professional workforce, the District will conduct periodic
compensation studies to determine compensation and benefits competitiveness
relative to comparative local and regional labor markets.
Big Bear Airport District Strategic Plan 2016
22 Adopted Update May 11, 2016
4/8/2016 Timeframe1.1
FY2016FY2017FY2017FY2017FY2018FY2019FY2019FY2019FY2020FY2021
1.2
1.3
2.1OngoingOngoing
2.22.3
Ongoing
3.1
3.2
3.3
4.14.24.3
5.1
5.2
5.3
Lower SDRMA premiums
Office and Business Skills Training ProgramPromote Employee Tuition Reimbursement Program
Efficiency in Scheduling and StaffingUse of Technology
Solar Energy
Increase Revenues and Reduce CostsCore Business (Aviation related) Revenue
Partner with Community Groups on new Projects
Aircraft Viewing Area (Terminal)On-site Airport Campground (SE Area of Airport)
Non-Core (Non-Aviation related) Business Revenue
Transient Aircraft Hangar SpaceParking Lot Landscaping
Pet Relief Area
Acquire RPZ in Bear City Park
Staff Training ProgramsProfessional Line Service Training ProgramCustomer Service Training ProgramService StandardsValue Added ServicesProvide Additional Aircraft Services (pre-heating, etc...)Gift Shop Sales ItemsConcierge/Automated Concierge Kiosk
Fac
ilitie
s an
d In
frast
ruct
ure
FAA ACIP ProgramConstruction of Airfield Lighting/ Electrical System ImprovementsEnvironmental Assessment (EA) for Taxiway B ExtensionPrepare Facility Program, and Design SRE BuildingEnvironmental Assessment (EA) for Land Acquisition (5.5 acres)Construction of SRE BuildingDesign and Construction of Taxiway B ExtensionAirfield Pavement Management System Plan (APMS), including PCNsEnvironmental Mitigation for Taxiway B ExtensionDesign and Construction of Airfield Pavement RehabilitationAirport Layout Plan (ALP) Update including Narrative Report and AGIS.District CIP ProgramFuel Farm
Large Hangar Rental SpaceTerminal Building Remodel
Busi
ness
and
Co
mm
unity
Re
latio
ns
Retain and Grow Aviation Businesses and ServicesFlight School or Flying ClubAircraft Maintenance StationsTerminal Restaurant
Develop and Implement PlanAirport Marketing Plan
Compensation Studies
Appendix: Table 1 - One Page Strategic Overview G
over
nanc
e an
d Ad
min
istra
tion
Commitment to Transparency and Setting Clear GuidelinesSDLF Programs
Succession Planning, Board and Staff Development
Vendor Contracts
New Board Member Orientation Program
Primary Guiding DocumentsAdditional Guiding Documents
Ground Transportation Alternatives
Fina
ncia
l Hea
lth
Link Transportation Networks
Financial StabilityUse of Public Funds
Cust
omer
Ser
vice