Our Strategic Business Plan

							Our Strategic Business Plan
A Panoramic View of Our Flight Plan Into the Future

A Letter from the Director
The Dayton International Airport recently completed its Strategic Business Plan. This Plan communicates the Airport’s Mission, Vision and Values, Strategic Initiatives, and Performance Measurements. This Plan serves as the framework for future business decisions. We are a continuously improving organization; therefore, this Plan defines who we are, what we do, why we do it, where we are going, and how we plan to get there. It also defines how we will know that we have “arrived” when we get there. It is the Airport’s roadmap to continuous progress while leveraging the Airport’s tangible and intangible assets to remain an economic engine for southwest Ohio. Dayton International Airport serves Southwest Ohio’s 5.1 million people within a 75-mile radius. Our organization also operates the downtown helipad and the Dayton-Wright Brothers Airport. Together these facilities have more than a $1 billion impact on the local economy. Our “short term” goals are laid out for the next two to three years, while our “long term” goals are planned for a five to seven year time horizon. We will also compare our performance through industry-wide metrics with other airports. We will continue to challenge our initial projections by examining our results through measuring our performance. The results examined throughout benchmarking will guide our organization in making changes in our strategies as we march into the future. This fact makes this Plan a living document for our continuously learning, versatile team. Our Plan comes with a promise that your experience at the Dayton International Airport will always be our focus as we execute our Mission.

Strategic Initiatives
Strategy

Operational Excellence

To align internal resources and business processes to support strategic objectives while remaining focused on continuous improvement by embracing innovative approaches.

Short-range goals
	 •	Reorganize	the	Department	of	Aviation	to	streamline	business	operations	and	to	increase	 competitiveness of operating costs with benchmarked airports 	 •	Develop	and	implement	functional-level	action	plans	that	are	directly	connected	to	the	 Strategic Business Plan 	 •	Adopt	a	metric-based	“dashboard	approach”	to	performance	monitoring 	 •	Install	a	computerized	performance	measurement	system 	 •	Implement	force	account	for	capital	projects	in	which	internal	resources	are	used	to	complete, among other activities, project and construction management and project inspection and testing 	 •	Create	a	succession	plan

Long-range goals
	 •	Implement	Six	Sigma	training	to	maximize	efficiencies	in	department	processes 	 •	Develop	strategic	information	systems	and	a	technology	plan	focused	on	improving	productivity, reducing costs and enhancing safety and security

Our Mission
We contribute to the prosperity of Southwest Ohio by connecting it to the rest of the world through our aviation system.

Director of Aviation

Iftikhar Ahmad

Measurable outcomes
	 	 	 	 	 	 •	Reduce	total	operating	cost	per	enplaned	passenger •	Minimize	operating	costs	to	enable	the	Airport	to	reduce	cost	per	enplaned	passenger •	Decrease	total	airline	cost	per	enplaned	passenger •	Reduce	operations	and	facilities	maintenance	cost	per	enplaned	passenger •	Lower	the	change	order	costs	for	capital	projects •	Reduce	public	safety	cost	per	enplaned	passenger

Our Vision

Our airport facilities are the gateways of choice for travelers, airlines, and entrepreneurs in Southwest Ohio.

Our Values

Public Service Continuous Improvement Excellence Results

Customer Service
Strategy

Strategic Initiatives

Strategic Initiatives
Strategy

Business Development

To attract passengers by delivering outstanding customer care that differentiates Dayton International Airport from competing airports and supports the Airport’s branding statement “Easy to and through.”

To maximize non-airline revenues by optimizing utilization of Airport assets and aggressively expand alliances with new business partners.

Short-range goals
	 •	Remove	the	baggage	security	equipment	from	the	ticketing	lobby	to	maximize	customer	convenience and eliminate customer confusion 	 •	Increase	the	number	of	security	screening	checkpoint	lanes	from	four	to	seven	lanes	to	decrease	 customer screening wait time and provide a “Business Traveler” lane at the security checkpoint to decrease the business customer screening wait time 	 •	Provide	30	minutes	of	free	parking	in	the	Airport	Short	Term	surface	parking	lot 	 •	Facilitate	new	and	expanded	gift	shop	and	restaurant	concessions	at	customer-friendly	locations 	 	 in	response	to	the	Airport’s	2007	Customer	Survey 	 •	Enhance	the	customer	experience	by	implementation	of	an	“Arts	at	the	Airport”	program,	which includes live music, art exhibitions, painted benches by area school children, and other works of art displayed around the terminal 	 •	Implement	a	72-hour	response	to	formal	customer	comments 	 •	Provide	free	Wi-Fi	throughout	the	Terminal	for	customer	access	to	the	internet

Short-range goals
	 •	Construct	a	3-level	parking	garage	as	part	of	the	five-year	 $110 million Airport capital improvement plan 	 •	Expand	rental	car	ready-return	facilities	by	adding	250	rental	 vehicle spaces 	 •	Facilitate	development	and	construction	of	a	nationallybranded hotel on Airport grounds 	 •	Expand	on-Airport	surface	parking	by	approximately	1,000	spaces 	 •	Obtain	Federal	Aviation	(FAA)	acceptance	of	a	“Master	Plan”	and	FAA	approval	of	an	“Airport 	 	 Layout	Plan”	(ALP)	and	“Exhibit	A”	property	map	for	Dayton	International	Airport,	which	collectively 	 	 chart	the	Dayton	International	Airport’s	course	for	the	next	20	years 	 •	Obtain	Federal	Aviation	(FAA)	acceptance	of	a	“Master	Plan”	and	FAA	approval	of	an	ALP	update for Dayton-Wright Brothers Airport 	 •	Launch	revitalized	Airport	Web	site	with	a	travel	booking	engine	and	emphasis	on	business	 opportunities and development at the Airport 	 •	Complete	a	business	development	database	for	the	revitalized	Airport	Web	site	that	lists	available	 Airport sites and buildings, infrastructure, regional supply chain, and available business incentives 	 •	Release	approximately	400	acres	of	Airport	property	for	non-aeronautical	uses	and	complete	a comprehensive land-use study that will define the “highest and best use” for the property

Long-range goals
	 	 	 	 	 •	Expand	the	Business	Traveler	Center	program	to	include	a	location	in	Concourse	D •	Provide	additional	value-added	services	to	differentiate	and	facilitate	passenger	experience •	Implement	an	“Ambassador	Program”	to	provide	customer	and	passenger	assistance •	Coordinate	with	local	transportation	agencies	to	improve	signage	on	Airport	access	roads •	Conduct	annual	Airport	customer	service	surveys	to	remain	aware	of	and	satisfy	emerging	 customer needs •	Increase	the	number	of	formal	customer	comments	responded	to	in	72	hours	or	less •	Increase	percentage	of	customers	satisfied	with	signage	and	parking	at	the	Airport •	Increase	percentage	of	customers	satisfied	with	concessions	offered	at	the	Airport •	Increase	percentage	of	customers	satisfied	with	the	Airport	appearance •	Decrease	average	time	in	the	queue	at	the	security	check	point	per	passenger

Long-range goals
	 •	Lease	400	acres	to	bring	new	business	to	enhance	Airport	revenues	and	job	growth	in	the	 Greater Dayton Region 	 •	Lease	1.2	million	square	feet	(former	UPS	facility)	for	cargo	or	aviation-related	business 	 •	Connect	the	Airport	to	adjacent	rail	line	to	make	it	an	inter-modal	facility

Measurable outcomes
	 	 	 	 	

Measurable outcomes
	 	 	 	 	 •	Increase total annual Airport revenues •	Raise non-airline revenue as a percentage of total annual revenue •	Up	annual	cargo	landed	weight •	Increase total annual concession revenue per enplaned passenger leased space •	Increase net annual parking revenue per enplaned passenger

Regional Partnerships
Strategy

Strategic Initiatives

Strategic Initiatives
Strategy
To provide superior air service to satisfy the demanding travel needs of the business and leisure passenger.

Air Service

To maximize the organization’s tangible assets of “image” and “relationships” with others by building bridges with the regional community to enhance the quality of life in the region.

Short-range goals
	 •	Partner	with	Culture	Works	to	implement	an	“Arts	at	the	Airport”	program 	 •	Maintain	relationships	with	area	public	safety	officials	for	emergency	response	support 	 •	Support	the	Joint	Economic	Development	District	(JEDD)	agreements	with	surrounding	 jurisdictions at both Dayton International Airport and Dayton-Wright Brothers Airport to stimulate job growth 	 •	Coordinate	with	the	Dayton	Area	Chamber	of	Commerce	for	Airport	promotion,	including	a passenger-focused marketing plan that leverages the benefits and convenience of flying through Dayton International Airport 	 •	Support	air	show	activities	with	in-kind	services	in	return	for	significant	Airport	promotion 	 •	Participate	on	the	Ohio	Consortium	of	Commercial	Airports	to	address	matters	of	concern	for	 	 	 Ohio	commercial	airports,	such	as	petitioning	the	Ohio	Legislature	to	support	a	bill	providing	 tax exemption for general aviation repair and parts 	 •	Offer	tours	to	local	organizations	to	educate	and	inform	about	the	Airport	Mission 	 •	Coordinate	with	local	universities’	music	and	arts	programs	to	provide	a	venue	for	students	 to participate in the “Arts at the Airport” program

Short-range goals
	 	 	 	 	 	 •	Decrease	the	airline	cost	per	enplanement	on	average	of	five	percent	annually •	Implement	a	comprehensive	airline	incentive	program,	as	reviewed	by	the	 	 Federal	Aviation	Administration,	to	attract	new	airlines	and	new	non-stop	air	service •	Bring	international	passenger	air	service •	Surpass	the	highest	prior	reported	annual	enplanements •	Market	the	Airport	with	an	aggressive	multi-media	marketing	and	advertising	 campaign to include television commercials, daily “in-person” radio reports and print advertisements 	 •	Complete	an	air	service	“leakage	study” 	 •	Establish	an	email	blast	system	to	send	alerts	concerning	airfare	specials from the Airport

Long-range goals
	 •	Receive	Federal	Aviation	Administration	“medium	hub”	designation	for	the	Airport 	 •	Bring airline cost per enplanement to zero 	 •	Market the Airport at international venues for both commercial passenger service and cargo business 	 •	Obtain increased “Air Taxi” passenger service and charter service for international and domestic routes

Long-range goals
	 •	Conduct	a	supply	chain	study	to	identify	linkage	between	different	organizations	to	leverage business development at the Airport for a win-win scenario with all stakeholders 	 •	Coordinate	with	JEDD	agreements	signed	between	the	City	of	Dayton	and	Butler	Township, 	 	 and	Miami	Township	teams	so	that	all	JEDD	area	land	is	leased	to	new	businesses 	 •	Strengthen	partnership	with	Dayton	Area	Chamber	of	Commerce	for	implementation	of	 value-added Airport programs such as Business Traveler Centers 	 •	Enhance	the	USO	facility	and	locate	this	service	in	the	 concourse area 	 •	Create	an	Airport	Overlay	Zone	to	enhance	coordination,	 planning and development by surrounding jurisdictions

Measurable outcomes
	 	 	 	 •	Increase annual enplanements •	Increase the number of new destinations served annually •	Reduce the total airline cost per enplanement •	Achieve a higher annual percentage of non-aviation revenue to airline revenue

Measurable outcomes
	 •	Expand	the	number	and	variety	of		“Dayton	Experiences”	 provided to passengers through “Arts at the Airport” and concessions 	 •	Increase	the	number	of	local	economic	development	efforts	supported 	 •	Increase	the	number	of	tours	offered	per	year	to	local	organizations

Top Row (L-R): Youssef Elzein, Planning & Engineering Manager; Michael Etter, Airport Police Chief; Gilbert Turner, Airport Operations Manager; Joseph Homan, Airport Administration & Finance Manager; Walter Krygowski, Deputy Director of Aviation; Mark Carpenter, Airport Fire Rescue Manager Second Row (L-R): Beth Churchill, Airport Retail Concessions Manager; Djuana Sims, Airport Arts Coordinator; Regina Roberts, Business Development Manager; Elizabeth Davis, Airport Properties Supervisor; Marci Wright, Continuous Improvement Coordinator; Iftikhar Ahmad, Director of Aviation Front Row (L-R): Liz Zelinski, Senior Engineer II; Bobby Holt, Systems Engineer; April Brown, Executive Secretary; Linda Hughes, Air Service Coordinator

See Back for Contact Information

Iftikhar Ahmad Director of Aviation 937.454.8212 April Brown Executive Secretary 937.454.8212 Walter J. Krygowski Deputy Director of Aviation 937.454.8202 Joseph Homan Airport Administration & Finance Manager 937.454.8211 Michael Etter Airport Police Chief 937.454.8328 Gilbert Turner Airport Operations Manager 937.264.3530 Mark Carpenter Airport Fire Rescue Manager 937.264.3529

Youssef Elzein Planning & Engineering Manager 937.264.3584 Elizabeth Davis Airport Properties Supervisor 937.454.8207 Regina Roberts Business Development Manager 937.454.8217 Linda Hughes Air Service Coordinator 937.454.8406 Beth Churchill Airport Retail Concessions Manager 937.454.8201

Dayton International Airport
3600 Terminal Road, Suite 300 Dayton, OH, 45377 www.flydayton.com 937.454.8200