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Glendale Municipal Airport Strategic Plan – Glendale City Council Workshop October 12, 2021 Report Presentation - GEU Airport Strategic Plan 2 Working Group 2 Glendale Municipal Airport Strategic Plan Working Group Terry Aramian, Aviation Advisory Commission Barrel District Commissioner Michael Portik, Aviation Advisory Commission Mayoral District Commissioner Trevor Ebersole, Transportation Director City of Glendale Transportation Dept. Carl Newman, AAE - Airport Administrator, Glendale Municipal Airport (GEU) Purab Adabala, Transportation Planning Administrator, City of Glendale Jim Gum, Airport Operations Supervisor, GEU Roxanne Alexander, Management Assistant, GEU 3 Group 5 - Agenda Working Group Process Mission Vision, & Values Working Group #2 Interviews Strategic Initiatives Critical Goals & Priorities Working Group #3 Implementation Plan Working Group Meeting #4 Glendale Municipal Airport Strategic Plan Working Group Meeting #5 Research Situational Analysis S.W.O.T. Process Working Group #3 Kick Off Meeting Working Group Meeting #1 4 Mission, Vision, Values 4 Mission Statement Glendale Municipal Airport connects Glendale to the region, state, and world, by providing exemplary aviation services. Vision Statement Glendale Municipal aims to be Arizona's premier general aviation airport. Our foundation is built on commitment to Integrity, Fairness, Collaboration, and Continuous Improvement. Values Statement 5 Situational Analysis 5 A strategic plan requires a broad view of the local and regional interests that affect and influence an airport’s future planning and economic development efforts. Understanding these economic factors will be critical to the success of the Airport’s future development programs. The working group examined the following influences for the Glendale Municipal Airport. • Regional Overview • Community Overview • Transportation Corridors • Development Areas • City of Glendale Governance Structure • Glendale Municipal Airport Background • Aviation Products, Services, and Facilities • History and Development 6 Stakeholder Interviews 6 • Interviewed 18 Individuals • Three Groups •Internal Glendale Municipal Airport Stakeholders •External Arizona and National Airport Stakeholders •City of Glendale and Peoria Officials 7 Strategic Initiatives 7 Aligning the Strategic Initiatives Based on the interviews, a number of strategic initiatives were identified: •Financial Sustainability •Infrastructure Improvements •Safety •Marketing and Business Development •Customer Satisfaction 8 Future Role of Airport 8 Future Role of the Airport: Based on the interviews, the future role of the airport as articulated by the interviewees: •Corporate business development and support services, such as heavy maintenance, avionics, and contract fuel services. •Continue current role and develop corporate business and support services; along with protections for the GA community and its current mission. •Future role of the Airport should include corporate growth tied to the Airport’s physical connection to the entertainment district and industrial areas. 9 Financial Analysis 9 An airport strategic plan provides the opportunity for airport directors and policymakers to demonstrate that fiduciary responsibilities and FAA requirements are taken seriously. An airport’s financial statements, budgets, and other performance measures are considered essential tools for achieving goals and realizing the mission and vision for the airport. • Background and Financial Overview • Projected Revenues • Projected Operating Costs • Projected Capital Costs • Costs, Phasing and Prioritization of Capital Programs • Overview of Potential Funding Sources • Funding Considerations 10 Budget Summary 10 FY 2020 • Expenses $890,674 • Airport generated revenue $623,479, approximately 70% • Balance •City General Fund $147,047 •Transportation Sales Tax $120,148 • Airport needs to move to self-sufficiency 11 11 S.W.O.T. 11 Threats Weaknesses Opportunities Strengths Identify Strengths Here: S1 Strong Aviation Advisory Comm Support S2 Strong Aircraft Hangar demand S3 Location/Growth potential of West Valley S4 Contract ATC Tower S5 Space to Grow – East Side Development S6 Strong Administration ______________________________________________ Identify Weaknesses Here: W1 Aging infrastructure W2 Lack of Funding/Capital W3 Lack of Business Diversity W4 Exist Land Leases - not at market rates W5 Staffing Levels W6 Aesthetics Identify Threats Here: T1 Private Development Encroachment T2 Lack of City support/attention T3 Roadway Circulation T4 Competing Develop, other Airports T5 Financial Dependency T6 Public Perception of Airport Appearance _____________________________________________ _____________________________________________ Identify Opportunities: O1 Marketing /Bus Develop. - outside entities O2 Proximity to Glendale Entertainment District O3 East -side Development corp/aero uses O4 Design and Architecture /create standards O5 Become More Regional O6 Corporate Development _________________________________________________ _________________________________________________ 12 Critical Goals 12 Based on input from the Working Group – Six Critical Goals were identified: 1. Airport Business Plan 2. Airport Marketing Plan 3. Comprehensive East-side Development Plan 4. Conduct Organizational Assessment 5. Develop Airport Infrastructure Design Standards 6. Plan and Implement Facility Aesthetic Upgrades 13 Goal 1 - Airport Business Plan 13 • Purpose: Provide a path for Economic Development of the Airport • Goal Schedule: FY 2022 • Involvement: Airport Management, City Departments and Divisions, including Economic Development, Transportation, Finance, and Planning • Accomplishments: Roadmap for Airport’s future financial and operational growth 14 Goal 2 - Airport Marketing Plan 14 Purpose: New Business and Economic Development for the Airport Goal Schedule: FY 2022 Involvement: Airport Management, City Departments and Divisions, including Economic Development and Transportation Accomplishments: Target future business opportunities based on Business Plan, and development performance indicators 15 Goal 3 - Comprehensive East- Side Development Plan 15 Purpose: Future development potential for 122 acre east-side airport parcel Goal Schedule: FY 2022 Involvement: Airport Management, City Departments and Divisions including Economic Development, Engineering, Transportation, Finance, and Planning Accomplishments: Holistic plan that includes graphic growth scenarios and alternatives for targeted aviation businesses 16 Goal 4 - Conduct Organizational Assessment 16 Purpose: Evaluate the current and future organizational and staffing needs of a growing airport Goal Schedule: FY 2025 Involvement: Airport Management and City Human Resources Department Accomplishments: Assess staffing needs and skills for future growth 17 Goal 5 - Develop Airport Infrastructure Design Standards 17 Purpose: Provide standards and guidance for consistent visual and structural development Goal Schedule: FY 2022 Involvement: City of Glendale, various development Departments and Stakeholders Accomplishments: Consistent standards and guidance for new development 18 Goal 6 - Plan and Implement Facility Aesthetic Upgrades 18 Purpose: Standards and guidance for consistent visual development – Airport owned facilities Goal Schedule: FY 2023 Involvement: City of Glendale, various Departments and Stakeholders Accomplishments: Consistent standards and guidance for existing development 19 Conclusion 19 Glendale Municipal aims to be Arizona's premier general aviation airport. — Request Concurrence: GEU Strategic Plan 2022 - 2027 20 Glendale Arizona Thank You!