With an eye on the goals of market share growth, job
creation and infrastructure development, the Port of Los Angeles has adopted a
five-year strategic plan for the years 2012-2017.
The plan, which was approved by the port’s harbor commission
April 19, maps out priorities, objectives and various initiatives in seven
areas: developing infrastructure, enhancing overall competitiveness, growing
market share, optimizing land use, advancing maritime technologies and
maintaining the port’s ranking as the top trade gateway from the US to the
Pacific Rim.
“Changing economic tides will require new and innovative
approaches and a forward-thinking game plan,” port Executive Director Geraldine
Knatz said. “This newly adopted strategic roadmap provides a clear path to
assure the port’s future success in the global marketplace.”
Among the main goals the port has outlined for 2012-2013 are
delivering terminal and infrastructure improvement projects; adapting its
Business Development Plan to better reflect the changing dynamics of the
industry; and developing a comprehensive stakeholders’ outreach plan to be used
as a “messaging matrix” system, so that all port messaging is consistent across
the organization.
Future goals include increasing exports, increasing the
number of zero-emission trucks in the port’s drayage fleet and enhancing the
port’s cash flow through consistent revenue growth and expense controls.
“This strategic plan will ensure that the port remains
competitive over the coming years and proactively meets the challenges of a new
era of international trade,” Harbor Commission President Cindy Miscikowski said.
The new strategic plan builds on the previous 2006-2011
Five-Year Strategic Plan. Under the planning process, which began in March
2011, input was gathered from a multi-division Port Strategic Plan Task Force, harbor
commissioners, port staff, constituents, customers and labor representatives.
The port says the strategic plan will undergo continuous
evolution and performance measurement over the next five years, as well as an
annual assessment and re-evaluation to ensure relevance prior to the start of
the annual budget process.
An “organizational performance dashboard” will be used to
measure progress toward implementing the initiatives, according to the port.
The initial version of the five-year plan is available for
review at http://www.portoflosangeles.org/Board/2012/April%202012/4_19_12_Item_8_Transmittals.pdf.
