Greater Orlando
Aviation Authority
Strategic Update 2011
Board Workshop March 2, 2011
Agenda
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Overview
Orlando Experience
Strategic Planning Background
Perspective
Outlook
Process
Strengths, Weaknesses, Opportunities, and Weaknesses
(SWOT)
• Vision, Mission, Values, and Goals
• Strategies
• Next Steps
Overview
Orlando International
1977
Today
The Orlando
Experience
Vision and Design Criteria
“The Orlando Experience”
Many definitions, one feeling.
You know you have arrived in Orlando!
A Sense of Place
Reflection of Florida Environment
Light, Water, Florida Foliage, Art
Harmony with the Environment
The Orlando Experience
Began with a Vision & Design Criteria:
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41 Design Criteria Established in 1976 include the
following:
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Minimum passenger walking distance & level changes
Easy accessibility to ground transportation
Public use space to provide a centralized meeting place with ability to
reflect local community’s flavor
The Orlando Experience
Mayor Carl Langford (1967-1980):
“I told the engineers that I wanted them to build terminals that
were people-friendly and not just airplane-friendly”
John Wyckoff (Former Executive Director):
“… the facility has high passenger convenience features, low
maintenance, and reflects the unique Central Florida
environment.”
Jeffry Fuqua (Former Chairman):
“… the Authority will continue to create, operate and
maintain first class, state-of-the-art facilities for the traveling
public and for the residents of the communities in the region,
furthering what has become known as the Orlando
Experience. ”
The Orlando Experience
Continuing Priority:
• All previous Strategic and Master Plan updates
• Design Standards for New Terminal Expansion Projects
• New tenant projects reviewed by Design Review Committee
Airside 4
1990
Airside 2
2000
Food Court
2004
The Orlando Experience
Description:
Totally responsive environmental complex with high passenger
convenience features, low maintenance and operational costs,
accommodates high growth and reflects the unique character of
Central Florida.
Strategic Planning
Background
1975 to 2011
Strategic Plan History
• 1975
• 1976
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1980’s
1990’s
2002
2004
2010
2011
The Greater Orlando Aviation Authority is created
Airport receives international status and named
Orlando International Airport
Strategies developed to accommodate growth
Strategic plan update of mission, goals, strategies
Strategic direction to adapt to world events
Master plan update consistent with strategies
Chairman state of the Airport
Strategic update
Strategic Plan Themes
• Economic catalyst
• World-class leader
• Intermodal gateway
• Demand driven facilities
• Affordable
• Customer friendly
• Safe and secure
• Community partnerships
• Fiscal responsibility
• Small business opportunities
Stakeholders Needs
• Traveling public
• A safe, comfortable, affordable and pleasant experience
• Community
• Economic development, social responsibility, diversity, facility that
meets community standards
• Authority Board and Staff
• Quality service and facility, fiscal responsibility, trained staff
Stakeholders Needs
• Airlines
• Maximize customer retention and revenue
• Concessionaires/tenants
• Maximize customer service and revenue
• Regulatory agencies
• Ensure compliance with appropriate regulations and standards
Perspective
Review of Business and Economic Environment
Deregulation & Fuel Prices
• October 1978
Airline Deregulation Act
• “the act gave airlines
virtually unlimited
freedom to establish new
routes and drop existing
routes, to merge and
form alliances”
• 1979 Jet fuel skyrockets
• Major hubs by 1992
• “nonstop flights from
coast to coast were no
longer as profitable.
Instead, the major
airlines established
‘hubs’"
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United – Chicago
American – Dallas
Northwest – Minneapolis
Delta - Atlanta
September 1, 1981
September 11, 2001
• Increased Security Risk
• Enhanced Passenger Screening
• Baggage Screening
• Vehicle Parking Restrictions
• Concessions Relocations
• Passenger Traffic Downturn
2008 - 2010
• Airline mergers
• Traffic reduction
• Constrained access to capital
• Cash-flow constraints
• New airline agreement
Outlook
Future Market Indicators, Business Environment, and
Emerging Technology
Market Indicators
• Increased international
growth 4% - 8% annually
• Moderate domestic growth
3% annually
• Use of larger aircraft
Business Environment
• Increased regulations
• Reduced Federal and State
funding
• Increased focus on
affordable airfares
• Access to capital
• Increased oil prices
• Inflationary pressures
Emerging Technology
• Passenger processing
• Security
• Communications
• Wayfinding
• Operations & services
OIA Worldport Rendering from 1980’s
Strategic Update
Lessons Learned
Be Flexible & Adaptable
The Process
Evaluation of Strengths, Weaknesses, Opportunities, Threats
Plan Activities
Date
Activity
October 2010
Compile information
Directors staff meetings
November to February
Evaluate SWOT, vision, mission,
values, goals, strategies
March 2011
Board workshop
April to November 2011
Stakeholder involvement and
initiate department objectives
SWOT
Internal Control
External Influence
Strengths
Weaknesses
Opportunities
Threats
International Processing
2004 Hurricanes
SWOT
SWOT Analysis Excerpt
Strategy Analysis Excerpt
SWOT Results
Summary of Major Strategic Issues
SWOT Categories
• Economic and Geo-political
• Regulatory
• Customer service
• Commercial viability
• Organizational
• Facilities
Vision, Mission,
Values, and Goals
Our Commitments, Values, and Goals
Our Commitments
Vision:
Advance Orlando and the
region as the premier
intermodal transportation
gateway for global commerce.
Mission:
Provide safe, secure, customer
friendly, affordable
transportation services and
facilities that promote the
Orlando Experience.
Our Values
• Safe & Secure Environment
• Customer Focused
• Fiscal Responsibility
• Collaborative Relationships
• Innovation, Sustainability, Flexibility
• Ethical Behavior (PRIDE)
• Professionalism, Respect, Integrity, Diversity, Efficiency
Our Goals
• Meet the Needs and Expectations of Our Customers
• Foster Economic Development for the Region
• Operate and Maintain World-Class Facilities
• Act in a Fiscally Responsible Manner
Strategies
and
Next Steps
Our Plan to Achieve Our Goals
Our Strategies
• Meet the Needs and Expectations of Our Customers
• Focus on high-level of customer service and quality
facilities, consistent with community standards
• Use of technology for passenger and baggage
processing
• Employ collaborative relationships
• Promote innovative processes
• Provide contemporary
concessions
• Continually improve
international and domestic
services
Our Strategies
• Foster Economic Development in the Region
• Develop additional domestic and international air
service
• Develop business opportunities
• Develop business and community partnerships
• Develop demand driven facilities
Our Strategies
• Operate and Maintain World-Class Facilities
• Focus on quality facilities, consistent with community
standards
• Maximize North-Terminal capacity and provide
demand driven domestic and international facilities
• Encourage an entrepreneurial and innovative spirit in
our workforce
Our Strategies
• Act in a Fiscally Responsible Manner
• Manage cost prudently to ensure competitiveness and
sustainability
• Maintain strong credit ratings
• Develop financially feasible operating and capital plans
that consider risks and rewards
Next Steps
• External stakeholder
feedback
• Master Plan update
• Branding
Orlando International
Gateway to The Orlando Experience!