To give our customers the best airport experience in North America.

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3 THE MAC S VISION AND MISSION The MAC s Vision To give our customers the best airport experience in North America. The MAC s vision guides its priorities, decision making and actions as the organization strives to provide exemplary service to all its customers. The MAC s Mission To provide and promote safe, convenient, environmentally sound and cost-competitive aviation services for our customers. To gain a better understanding of the mission statement, the MAC breaks it down into its component parts: Provide Provide and maintain airport facilities and services that meet the needs of the community Promote Promote the use of airport facilities and services in ways that drive regional economic development Safe Maintain a safe, secure environment throughout the MAC s system of airports Convenient Ensure MAC facilities are accessible and convenient for all Environmentally Sound Serve as a responsible environmental steward of public assets under the MAC s control Cost-competitive Provide products and services at competitive prices, including encouraging competition for air service as a means of keeping airfares in check Aviation Services Provide and maintain airport infrastructure that supports the needs of the MAC s customers and the greater community and that enhances the national air transportation system Customers Balance the often competing interests of the MAC s customers: The traveling public The airline industry Airport tenants and concessionaires General aviation Regional businesses Residents of the region 3

4 THE MAC S CORE VALUES Employees We value our employees for their skills and abilities, ethical behavior, diversity, creativity, innovation and sound judgment. We provide our employees with rewarding work, opportunities for professional growth and an appreciative work environment based on trust, respect for each other and open communication. Commitment to the Community and the Environment We are responsive to the environmental concerns of the community. We demonstrate leadership in sound environmental management. We promote open and honest communication about environmental concerns. Fiscal Responsibility We make sound financial decisions that balance the interests of the organization, community, partners, stakeholders and customers. We make decisions that help drive the region s economic vitality. We maintain policies that provide adequate revenues to operate without general tax support or exercising our authority to levy taxes. Innovation and Excellence We seek creative and innovative solutions to complex challenges. We set high standards in all aspects of our organization and focus on continuous improvement. Integrity We do business in an honest, fair, open and respectful manner. We live up to our responsibilities, meet our objectives and fulfill our commitments. We maintain our credibility through timely communication with customers, employees and stakeholders. We consistently display the highest moral and ethical standards. Teamwork We reach common goals through strong relationships based on trust. We commit ourselves to open and respectful communication. 4

5 MAINTAINING FOCUS The Metropolitan Airports Commission establishes major goals according to The Four Disciplines of Execution (4DX). Promulgated by Franklin Covey. The management strategy recognizes that well intended projects aimed at moving an organization forward often fall victim to the whirlwind of daily tasks. Through 4DX, an organization selects a very small number of wildly important goals (WIGs) that it will implement in a given timeframe and dedicates the time and resources necessary to execute the goals successfully. Internal departments then develop sub-wigs supporting the organization s overall WIGs. The MAC selected the three WIGs listed on the following page for , and staff identified a number of supporting sub-wigs. In recognition of their importance, those WIGs and some of the sub-wigs have been incorporated into the 2014 Strategic Plan and budget. In this document, you will see the term WIG or Sub-WIG listed in parenthesis after key initiatives that are related to the MAC s DX goals. The identifiers highlight the initiatives developed to support the successful execution of the MAC s Wildly Important Goals for

6 WIGs (wildly important goals) The MAC will focus on three wildly important goals (WIGs). WIG 1 Maintain MSP s Overall Satisfaction with the Airport ASQ score at 4.28 or better as we redesign and enhance the MSP customer experience through the end of year The areas of the customer experience the MAC will focus on include: 1. The arrival experience 2. The post-security terminal experience 3. The baggage claim experience WIG 2 Use the implementation of Microsoft SharePoint to improve internal MAC communications and collaboration and foster a single-enterprise culture by December WIG 3 Support the long term financial viability of the reliever airports system by increasing new tenant aeronautical and non-aeronautical investments a minimum of $6 million by December It s often said in business that What gets measured gets done. Establishing wildly important goals, or WIGs, for the organization and sub-wigs for departments helps ensure we not only measure change in ongoing activities but also progress in priority initiatives that help us fulfill our mission and vision in the broader sense, beyond the whirlwind of our everyday work lives. Jeff Hamiel, Executive Director/CEO 6

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9 The MAC s Key Initiatives by STRATEGY The MAC will use the following strategies to move the organization forward. STRATEGY: Assure Financial Viability Ensure MAC has the financial resources necessary to operate its airport system and meet all debt service obligations in any scenario as well as maintain its existing bond ratings Key Initiative Issue Phase I of the Concession RFP by March 2015 and award contract(s) by October (WIG 1 Sub-WIG) Upgrade the parking revenue control system to industry standards for chip-and-pin bank card payment technology by December Increase commercial real estate development at Flying Cloud and Anoka County-Blaine airports a minimum of $1 million by December (WIG 3 Sub-WIG) Increase on-airport tenant investments at the reliever airports a minimum of $300,000 by December (WIG 3 Sub-WIG) Develop and submit to the FAA by December 2015 PFC applications 12, 13 and 14 to enable MAC to enhance its cash flow position Key Initiative Increase commercial real estate development at the reliever airports a minimum of $2 million by December (WIG 3 Sub-WIG) Increase on-airport tenant investments at the reliever airports a minimum of $300,000 by December (WIG 3 Sub-WIG) Develop and submit to the FAA PFC application 15 by December 2016 to enhance the MAC s cash flow position Key Initiative Issue Phase II of the Concession RFP by March 2017 and award contract(s) by September (WIG 1 Sub-WIG) Increase commercial real estate development at the reliever airports a minimum of $2 million by December (WIG 3 Sub-WIG) Increase on-airport tenant investments at the reliever airports a minimum of $400,000 by December (WIG 3 Sub-WIG) Review and evaluate all possible business opportunities that will help diversify our revenue sources by December

10 The MAC s Key Initiatives by STRATEGY STRATEGY: Provide a GREAT CUSTOMER experience Ensure that all MAC customers the traveling public, regional businesses, airport tenants and concessionaires, the airline industry, general aviation and citizens of the region have the best airport experience in North America Key Initiative Complete three additional sets of restroom remodels on Concourses C and E and Tram Level at Terminal 1 by June (WIG 1 Sub-WIG) Provide additional parking capacity using the existing Quick Ride Ramp by March 2015 to maintain parking diversions from Terminal 1 to Terminal 2 at no more than 3.2% on Tuesdays and Wednesdays. (WIG 1 Sub-WIG) Design and construct a new public outdoor aircraft viewing area at MSP by December Improve international passenger processing times at Terminal 2 by installing Automated Passport Control (APC) kiosks by December Evaluate options and finalize a plan for solving the long term parking need at MSP by August Issue airport hotel RFP by January 2015 and conclude program design phase by Dec. 31, (WIG 1 Sub-WIG) 2016 Key Initiative Improve passenger security screening throughput capacity by consolidating checkpoints and expanding Checkpoint 1 at Terminal 1 by February (WIG 1 Sub-WIG) Improve operational efficiency in the baggage claim area by launching the Bag Claim expansion program by July (WIG 1 Sub-WIG) Complete the first of two restroom remodels in the Terminal 1 mall by December (WIG 1 Sub-WIG) 2017 Key Initiative Complete the second of two restroom remodels in the Terminal 1-Lindbergh mall by December (WIG 1 Sub-WIG) 10

11 The MAC s Key Initiatives by STRATEGY STRATEGY: Develop EMPLOYEE TALENT Make sure the right people with the right skills and experience are in the right places to fulfill the MAC s mission and achieve its vision Key Initiative Review current and potential employee recognition practices to formulate a MAC recognition program by December Complete Phase I of departmental talent reviews by December Create and implement a plan for increasing employee diversity with a focus on public safety and entry level management positions by December Key Initiative Develop and implement a MAC-specific management training program by December Complete Phase II of departmental talent reviews by December Update the employee performance review process by December Evaluate all current training and mentoring programs and design new programs based on best practices by December Key Initiative Review, revise and expand diversity plan scope by December STRATEGY: Enhance Air SERVICE AT MSP Provide expanded alternatives for the traveling public and airlines by enhancing domestic, regional and international air service at MSP Key Initiative Develop a three-year strategic marketing plan for increasing air service options at MSP by October (WIG 3 Sub-WIG) 2016 Key Initiative Provide capacity for increased air service by completing a three-gate expansion of Terminal 2 by December (WIG 1 Sub-WIG) 2017 Key Initiative Increase the number of airline headquarters visits to market the redesigned customer experience and expanded capacity at MSP by December Implement Phase 1 of the air service strategic marketing plan by May

12 The MAC s Key Initiatives by STRATEGY STRATEGY: Leverage resources and TECHNOLOGY Take full advantage of resources and technology to improve performance, increase productivity and deliver cost-effective services Key Initiative Develop an enterprise technology strategic plan to support MAC s strategic plan and help individual departments leverage technology to improve overall efficiency by December (WIG 2 Sub-WIG) Update continuity of operations plan to include technology issues and concerns by December Further develop MACpoint functionality and monitor content to ensure it is up to date by December (WIG 2 Sub-WIG) Improve international passenger processing times by implementing Mobile Passport Control (MPC) technologies by December (WIG 1 Sub-WIG) Create a MACpoint site for fully searchable Commission and Committee meeting records to be kept, with a searchable index by December (WIG 2 Sub-WIG) Put all public and non-public Commission and Committee meeting records (agendas, packages and minutes) from 2012 to 2014 in searchable format and in searchable MACpoint directories by December (WIG 2 Sub-WIG) 2016 Key Initiative Put all public and non-public Commission and Committee meeting records (agendas, packages and minutes) from 1992 to 2012 in searchable format and in searchable MACpoint directories by December (WIG 2 Sub-WIG) Put all public and non-public Commission and Committee meeting records (agendas, packages and minutes) from January 2015 going forward in a searchable format and in a searchable MACpoint directory for MAC staff by December (WIG 2 Sub-WIG) Improve the MAC s ability to collect and distribute key airport information to ensure the general public and MAC s airport partners have the best available information to make decisions. To be completed by December (WIG 1 Sub-WIG) 2017 Key Initiative Determine whether it is feasible to put all public and non-public Commission and Committee meeting records (agendas, packages and minutes) from 1943 to 1992 in searchable format and in searchable MACpoint directories by December (WIG 2 Sub-WIG) 12

13 The MAC s Key Initiatives by STRATEGY STRATEGY: Strengthen PARTNERSHIPS and relationships Expand effectiveness through internal teamwork and strengthened external relationships and partnerships with tenants, concessionaires, airlines, neighboring communities, regional businesses and governmental agencies Key Initiative Develop and implement readiness training, including tabletops, mock drills and scalable active shooter drills with APD officers, MAC employees, MAC fire, EMS and neighboring law enforcement partners by December Complete Long Term Comprehensive Plans (LTCPs) for MSP and the six reliever airports by December (WIG 3 Sub-WIG) 2016 Key Initiative Develop and implement a strategic communication plan for ongoing dialogs with the local community, citizens of Minnesota, business leaders, stakeholders, passengers and employees by December Conduct at minimum one progressive readiness training and drill built on the previous training and associated drills to ready all airport employees for emergencies by December Key Initiative Evaluate previous training and drills to determine the effectiveness in preparedness for emergencies. Implement the recommendations of previous training evaluations to enhance the overall readiness of public safety, MAC and airport work groups by December

14 The MAC s Key Initiatives by STRATEGY STRATEGY: Integrate Sustainability into Our Culture. Formally incorporate sustainability into the way we do business Key Initiative Integrate sustainability into the organization s framework, including mission, values and strategic planning processes by February Develop a formal sustainability management plan for the MAC/MSP by December Key Initiative Implement Phase 1 of MAC s sustainability management plan by December Launch the sustainability framework implementation plan internally by March Publish MAC s first sustainability report by December Key Initiative Test internally metrics for key issues areas of focus by December Publish MAC s second sustainability progress report by December

15 PLANNING FOR THE FUTURE Minneapolis-St. Paul International Airport The MAC anticipates making a number of capital improvements to Minneapolis-St. Paul International between 2015 and 2019: General MACNet Upgrades ivisn (CCTV) Enhancements/Expansion Parking Structure Rehabilitation Energy Savings/Alternative Energy Projects Airfield Pavement Rehabilitation Terminal 1-Lindbergh Security Checkpoint Consolidation Baggage Claim and Ticket Lobby Operational Improvements Facility Infrastructure Rehab (Electric, Roof, Lighting, OABA, Fiber Optic, Emergency Power) Restroom Upgrades Terminal Seating Improvements Concourse G Rehabilitation Parking Ramp Expansion Terminal 2-Humphrey Three Gate Expansion 15

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17 ABOUT THE MAC The Metropolitan Airports Commission is a public corporation of the state of Minnesota. The Minnesota Legislature created the first-of-its-kind commission in 1943 to promote aviation services in the region. The MAC can own and operate airports within a 35-mile radius of Minneapolis and St. Paul city halls. The MAC operates much like a municipality, with its own police, fire, emergency communications, public works and administrative departments. Unlike municipalities, the MAC is not funded by non-aviation tax revenues. Instead, the MAC generates the revenues it needs from users of its airports through such sources as ground and building rent, airline fees, vehicle parking, auto rental and a variety of food, retail and passenger services concessions. The MAC does have limited taxing authority but has not used it since the 1960s. Through its conservative financial approach and commitment to efficiency, the MAC maintains one of the highest bond ratings of any airport authority in the nation. In 2013, the Air Transport Research Society named Minneapolis-St. Paul International the most efficiently managed large airport in North America. 17

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20 THE MAC S ORGANIZATIONAL STRUCTURE The Metropolitan Airports Commission employs approximately 580 staff members headed by an executive director/ceo and an executive vice president. The executive director/ceo oversees the Executive Division, while the executive vice president oversees the day to day operations of the Finance & Administration, Planning, Development & Environment, and Management & Operations divisions. Each of these three is headed by a vice president. Metropolitan Airports Commission Board Executive Jeff Hamiel Executive Director/CEO General Counsel Governmental Affairs Human Resources & Labor Relations Internal Audit Public Affairs & Marketing Executive Dennis Probst Executive Vice President Commercial Management & Airline Affairs Finance & Administration Steve Busch Vice President Management & Operations Roy Fuhrmann Vice President Planning, Development & Environment Gary Warren Vice President Finance Information Technology Risk Management Airport Fire Airport Police MSP Operations & Administration Airside Operations & Field Maintenance Emergency Management Landside Operations Terminal 1 Facilities Terminal 2 Facilities Reliever Operations & Administration Airport Development Building Official Environment 20

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23 RESULTS INDICATORS DEFINITIONS Reportable Crimes Per Enplaned Passenger Crimes that are mandated reportable to the state under Minnesota State Statute and include crimes against a person and/or property, i.e., can include everything from murder and aggravated assault to vandalism and disorderly conduct. Security Breaches That Impact Passenger Traffic and/or Airport Operations A security breach that is not able to be cleared after CCTV and a security review without impacting passenger traffic and/or flight operations. OSHA Recordable Injuries Any injury or illness that meets the following criteria: death, days away from work, restricted work or transfer to another job, medical treatment beyond first aid, or loss of consciousness. A significant injury or illness diagnosed by a physician or other licensed health care professional. MSP Runway Incursions The entering of any open runway including the associated safety area without positive clearance from the air traffic control tower. Reliever Runway Incursions Unauthorized access to an airport operations area by a vehicle or pedestrian. Debt Service Coverage Ratio Revenues available to pay debt service divided by debt service payments. Airline Cost Per Enplaned Passenger Airline rates and charges as defined in the airline operating agreement divided by enplaned passengers. Non-Airline Operating Revenue Per Enplaned Passenger Revenue to MAC from Concessions as shown in MAC s financial statements divided by enplanements. General Aviation Management Model Amount Management tool used as a factor in determining the adequacy of general aviation rates and charges, and how much funding can be allocated to future capital improvements and capital equipment necessary to properly maintain the Reliever Airport system. Employee Engagement Index Results from internal employee survey on: Employee Involvement, Work Environment, Performance Leadership, and Overall Job Satisfaction Employee Turnover The number of voluntary and involuntary separations in a calendar year, calculated as a percentage of the total workforce of regular status employees. Environmental Stewardship Index Benchmarks the following eight variables: Green House Gas Emissions, Deicing Material diverted from Minnesota River, Solid Waste Generated, Solid Waste Recycled, Percent of Homes Mitigated within MSP 65 DNL, Energy Savings per Energy Conservation Program Building Efficiency, and Reduction in use of Petroleum Fuel. ACI/ASQ Survey Overall Passenger Satisfaction MSP s rating from passenger rating on a 5 point scale. Compliment To Complaint Ratio A comparative calculation of compliments to complaints. CIP (Capital Improvement Program) Implementation Completed project value as a percentage of programmed project value. Pay-As-You-Go PFC Availability The number of years into the future MAC has committed its available Pay-as-you-go PFC funds. Annual MSP Operations The number of aircraft takeoffs and landings at MSP. Enplaned Passengers (EPAX) The number of passengers boarding an aircraft, including originating and stopover or on-line transfer passengers. Non-stop Domestic Destinations 5 weekly departures or 260 total departures per year. Non-stop International Destinations 1 weekly departure or 52 departures per year. Competitive Destinations Destinations served by more than one airline Annual Reliever Operations The number of aircraft takeoffs and landings at the Reliever Airports. Reliever Airport Tenants The number of airport tenants at the Reliever Airports. Reliever Based Aircraft The number of aircraft based at the Reliever Airports. 23

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