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.