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).



• 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.



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.



• 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.



• 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.



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.



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



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



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



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:



• 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



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



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.



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.



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

Big Bear Airport District Strategic Plan 2016...Big Bear Airport District Strategic Plan 2016 . 12....

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