strategic overview 2020–2024

Photography by Jeffery Jacobs

Pace Cooper, Chairman Scott A. Brockman, A.A.E., President and CEO 2 MSCAA 2020–2024 Strategic Overview

TABLE OF CONTENTS

Welcome...... 3

Executive Summary...... 4

Mission, Vision and Guiding Principles...... 6

Core Competencies...... 7

Physical/Terminal...... 8

Environmental...... 10

Properties/Cargo...... 12

Airfield...... 14

Marketing, Communications & Customer Relations...... 16

Air Service...... 18

Business Model/Finance...... 20

Human Capital Management...... 21

General Aviation...... 22

Information Technology and Innovation...... 23

Summary of Completed Projects...... 27

Airport Authority Board of Commissioners & Staff Leadership...... 28 MSCAA 2020–2024 3 Strategic Overview

WELCOME

Memphis International (MEM or “Airport”) is one of the most widely recognized economic engines in the Mid-South. As such, the Memphis-Shelby County ’s (MSCAA’s) core values and the path to its future are critical.

While not all-inclusive, this Strategic Overview identifies broad goals spanning the major areas of our extensive and far-reaching business. This document is a snapshot in time and identifies the plan of ac- tion formulated for today. Clearly, as with any “living” document, this plan will be updated as necessary to recognize advancements and changes as we navigate towards the future.

MSCAA is in the midst of a reinvention that will chart the long-term course for MEM and two general aviation . While this is a five-year plan, this current iteration of our Strategic Overview primar- ily features timelines that are in the one- to three-year window. Once the updated Master Plan is complete, additional 5-year goals will be added.

The MSCAA Board of Commissioners and the entire Airport staff are steadfast and unrelenting when it comes to continuing and advancing the critical impact this airport has on the community. Our business model consists of two critically important business elements: air cargo and passenger transportation. While air cargo remains strong, it cannot be ignored if it is to maintain its stature and continued growth in the future. On the passenger transportation front, our challenges have been widely documented but we accept them head-on as opportunities for growth. Our future as a well- developed origin and destination airport will be built around the sustainable demands of the local community instead of the transfer capabilities of an individual . As such, we remain focused on the relentless pursuit of frequent and affordable air service.

We are the “handshake” to our community; as such we will continue our quest to raise the bar on customer service for all involved as we strive to provide a “positively MEMorable” customer experi- ence and make MEM the airport of choice for the Mid-South.

Scott A. Brockman, A.A.E. President and CEO 4 MSCAA 2020–2024 Strategic Overview

EXECUTIVE SUMMARY

The foundation of Memphis Municipal Airport was ity and an administration building on the airfield. established in the 1920s when the City of Mem- FedEx’s package-sorting complex, which would phis constructed it on a 200-acre plot of farmland. later come to be known as the World Hub, along In the 1940s, the Airport served the U.S. Army Air with the company’s around-the-clock operations, Force Air Transport Command for transporting have combined over the years to make the airport new aircraft to overseas locations. The face of the the busiest cargo airport in the western hemi- Airport changed in the 1960s when the now-icon- sphere and the second-busiest cargo airport in ic martini glass terminal was constructed and the the world. State of Tennessee chartered independent Mem- phis-Shelby County Airport Authority (MSCAA) in In January 2017, an economic impact study by 1969. The airport’s name was changed that same the University of Memphis demonstrated that the year to Memphis (MEM) to re- airport had an annual economic impact of $19.1 flect its status as a point of origin and entry point billion. Thus, the success of the airport remains a for international passengers and cargo. major part of Memphis’ long-term plans.

The Airport’s future was given a huge boost in MEM has transitioned from an airline passenger 1973, when Federal Express (now known as Fe- transfer hub to an origination and destination pas- dEx) began operations in Memphis. Over subse- senger airport. This transition includes significant quent years, the company built a sorting facil- changes to the airport’s operations, including the MSCAA 2020–2024 5 Strategic Overview

introduction of new ultra-low cost carriers, in- These overviews include one, three- and five-year creased use of larger mainline aircraft vs. smaller goals for these areas. This Strategic Overview acts regional jets, enhanced airline competition, and as a road map for the next five years, ensuring im- more competitive airfares. These changes will provement across all facets of the airport’s opera- usher in a new era for Memphis passengers. tions.

These and other developments will propel the The airport lists its core values in four categories: airport through the 21st century and allow the ful- mission, vision, guiding principles, and core com- fillment of the airport’s vision. At the center of this petencies. Staff is encouraged to reference these vision is a commitment to go above and beyond values while focusing on quality service and com- the expectations of our community, passengers munications between customers and fellow staff. and business partners. In the process of creating this Strategic Overview, each category was reviewed and realigned with This document provides operational overviews the airport’s core values. As a result, the mission, of 10 different areas: Physical/Terminal, Envi- vision, guiding principles, and core competencies ronmental, Properties/Cargo, Airfield, Commu- provide a foundation for the Strategic Overview, nications and Customer Relations, Air Service, and each of the goals described within the plan Business Model/ Finance, Human Capital Man- support these ideals. agement, Information Technology and General Aviation. 6 MSCAA 2020–2024 Strategic Overview

MISSION

• To deliver a positively MEMorable customer experience.

VISION

• To be the most significant economic growth engine in the Mid-South by providing world-class customer service, engaging the community and facilitating the steady growth of passenger and cargo service.

GUIDING PRINCIPLES • • Foster a culture of integrity and collaboration.

• Pursue the safety and security of our customers, stakeholders and community.

• Recognize the importance of employees to the success of the Airport by maintaining a culture of open communication and respect among all team members.

• Improve our position as a leader in diversity and inclusion.

• Expand the strategic role of aviation as the regional and global economic engine of Memphis’ quadrimodal transportation hub.

• Build upon our status as both a world leader in air cargo volume and service and as a passenger-centric, service-oriented airport.

• Be recognized as a model airport for prudent financial and business policies and practices.

• Maintain a culture of continuous improvement.

• Be customer service driven in all that we do. MSCAA 2020–2024 7 Strategic Overview

CORE COMPETENCIES

Our Core Competencies define our organizational strengths and establish what an ideal team member brings to the Authority.

OPEN COMMUNICATION LEADERSHIP SKILLS Demonstrates healthy interpersonal and relation- Assesses employees’ strengths to create a cli- ship skills with employees by creating an environ- mate in which people want to do their best by ment of openness and honesty; listens well, asks identifying what needs to be done; is willing to appropriate questions, solves problems and ex- make tough decisions; maintains high perfor- plains reasoning behind decisions. mance with changing circumstances.

STRATEGIC PLANNING-EXECUTION VALUES AND ETHICS Demonstrates the ability to analyze the organiza- Maintains the highest standards of integrity, tion’s position as it relates to industry standards; ethical behavior and practices in all internal, establishes short and long-term goals for contin- external and business transactions by being ued improvement; and in response, shifts priori- transparent, objective, reliable and demon- ties and develops strategies to achieve long term strating personal credibility. goals and addresses short term goals promptly. COLLABORATION AND SENSE OF CUSTOMER-SERVICE DRIVEN COMMUNITY Listens, responds and creates resolutions to inter- Develops, maintains and strengthens partner- nal and external customer problems in an effort to ships with others; acknowledges others’ per- exceed the customer’s expectations. spectives and ideas; helps to set a tone of co- operation and shares critical information with SAFETY everyone involved. Understands, encourages and complies with safety policies and procedures; completes all re- BUSINESS PHILOSOPHY quired training; takes full responsibility for safety Demonstrates keen business judgment, in- and pro-actively seeks improvement. sight and predictability to create a sustainable business model; recognizes critical business DIVERSITY partners and their business needs. Treats all people with respect; values diverse per- spectives; participates in diversity training; shows FLEXIBILITY sensitivity to individual differences; ensures all Demonstrates the ability to adapt its business policies continue to be inclusive regarding Fed- model to an evolving industry. eral and State Laws. Physical/Terminal

The Physical/Terminal area includes the areas in and The Authority is in the midst of modernizing the B Con- around the airport terminals and concourses. This in- course. Because the original facilities were constructed cludes the ticketing and claim areas, walk- prior to the recognition of seismic design standards, a ways, concessions, parking, rental car facilities, critical component of this program includes seismic up- areas, roadways and jet bridges. grades to meet modern building codes. The modern- ization to the B Concourse will include more spacious A new Master Plan began in 2018 and is anticipated passenger gate areas, expanded passenger movement to be completed in 2020. The Master Plan will help to areas, the addition of moving walkways, higher ceilings, identify and set priorities for potential capital improve- the introduction of more natural light, dynamic glazing ments, both landside and airside. on windows, a streamlined concessions program, and other amenities geared to exceed the high expectations Several programs and projects are expected to be of the modern traveler. New jet bridges will be installed completed in 2020, including the construction of a new on all gates of the B Concourse. airfield maintenance facility. This facility will house the Airfield Maintenance, , Operations, Com- An important component of the B Concourse modern- munications, and Warehouse departments. ization program is the airline use-phasing plan, which relocated to Concourses A or C while construc- In 2020, the airport will also seek to identify potential tion takes place on Concourse B. All airlines will relo- improvements to public space in the A and C Concours- cate to Concourse B after construction is complete. Fol- es, as well as improving security checkpoint queuing in lowing completion of the B Concourse modernization, the C ticketing area. other portions of the airport facilities will be modernized as well. While the Master Plan’s completion will help guide po- tential timelines, the airport plans to develop plans for Looking ahead to long-term projects, a five-year goal possible future capital projects such as the modern- for MEM is to offer baggage and flight check-in services ization of the terminal core and ticketing area as well for guests who park in the Economy Parking Garage. as the replacement of the existing three-story parking structure. MSCAA 2020–2024 9 Strategic Overview

PHYSICAL/TERMINAL

Action Item Target Period

Construct a new Airfield Maintenance, Warehouse, Police, Ops & Communicatons Facility. 2020

Develop Master Plan study (with AGIS and sustainability). 2020

Research, in coordination with a demand analysis included within the Master Plan Study, 2020 the implementation of an Economy Parking Garage baggage/flight check-in service.

Identify potential improvements to public space in Terminals A and C and improve security 2020 checkpoint queueing space in Terminal C.

Begin conceptual development of plans for the modernization of the terminal core with 2020 required seismic code updates.

Study replacement of existing 3-story parking structure in conjunction with the 2020 modernization of the terminal core.

Introduce a P3 Program with the development of a Plaza on the entrance road providing not only fueling opportunities but also convenience store amenities, public 2020 restrooms benefiting the connected cell phone lot, and food options.

Concourse B modernization and seismic upgrade program. 2021 Environmental

While the full realm of the Airport environmental effort is implementation of additional electric vehicle charging complex and broad, the airport has four primary objec- stations in public parking lots, continuing sustainability tives: 1) maintaining compliance with all federal, state, and initiatives, and working with to respond local regulations; 2) continuously working with the FAA to to noise inquiries. monitor airport noise; 3) efficiently managing National -En vironmental Protection Act (NEPA) processes; and 4) ac- Based on Master Plan results, the airport will also study tively working to develop and improve the Airport’s sus- the viability of renewable energy in 2020. tainability program. Other short-term goals include: (1) the development of a Maintaining compliance with environmental regulations is tool to measure energy and water consumption, as well paramount. The airport strives to not only achieve compli- as waste production and air emissions. This will allow the ance with federal, state, and local laws, but to continu- airport to compare to its 2018 baseline for analysis and ously work towards improving the way we use our re- future improvements; (2) creation of Sustainability Master sources and manage waste. In 2020, the airport plans to Plan in order to increase green initiatives and opportuni- continue its integrated approach to ensure that all airport ties; (3) adding inline cooking oil and waste cooking oil staff and operators (including tenants and contractors) systems for all restaurant areas in conjunction with the have an appropriate element of environmental responsi- Concourse B modernization; and (4) reducing air emis- bility. This will be achieved by developing and maintaining sions by adding pre-conditioned air to all passenger a broad-based understanding of the sources of environ- bridges. mental impact of the airport’s operations, both on and off the airport, using, where necessary, auditing, education In addition, the implementation of an improved aircraft and awareness training. de-icing and anti-icing fluid collection program is- ex pected to be completed in 2022. Other ongoing environmental initiatives include improv- ing MSCAA’s waste management program, evaluating the MSCAA 2020–2024 11 Strategic Overview

ENVIRONMENTAL

Action Item Target Period

Actively work toward improvement of waste management program. Ongoing

Study utilization and plan for adding vehicle charging stations in public parking lots. Ongoing

Continue to make MSCAA office areas more sustainable through energy conservation. Ongoing

Work with all airport partners (airline, concessionaires, TSA, janitorial) to utilize more Ongoing sustainable supplies and equipment.

Work with air traffic control to respond to noise inquiries. Ongoing

Develop a tool to measure our energy consumption, water consumption, waste produc- 2020 - 2021 tion, and air emissions to compare our 2018 baseline for analysis and future improvements.

Participate in creation of updated Master Plan and Sustainability Master Plan in order to 2020 - 2021 increase green initiatives and opportunities.

Study the viability of renewable energy based on Master Plan findings. 2020

Add inline cooking oil and waste cooking oil systems with Concourse Modernization in all 2021 restaurant areas to reduce waste and eliminate spills and releases.

Reduce air emissions by adding pre-conditioned air at all the passenger boarding bridges. 2021

Implement improved deicing/anti-icing collection program during winter season. 2022 Properties/Cargo

The Properties department is responsible for the leas- prosper. FedEx employs more than 11,000 employ- ing and development of all airport property. This in- ees at its World Hub and has approximately 34 million cludes tenant partners such as airlines, cargo and dis- square feet of space under lease on airport property. tribution, concessionaires, rental cars, parking, ground FedEx has more than 450 flight operations per day transportation and more. and uses approximately 180 aircraft parking positions each day at the Airport. Our largest tenant handles over MSCAA endeavors to continually improve its commu- 180,000 packages and 245,000 documents per hour at nication with partners through monthly tenant partner their Memphis World Hub, using a conveyor system that meetings. This helps the airport optimize customer is 42 miles long to move the packages and documents service by giving its tenant partners greater input in to the correct flights. its operations. The airport will also continue to seek to market its Cargo East facility and expand cargo oppor- United Parcel Service (UPS) also has a significant pres- tunities, as well as explore opportunities to acquire land ence on Airport property with a campus of approxi- for additional development. Long-term, the airport will mately 135.7 acres. The footprint of their facilities cur- continue to develop plans for ramp expansion to meet rently measures 424,000 square feet. This expansion the needs of cargo growth. was completed in late 2015. The package sort capac- ity of the UPS facility is currently 59,800 packages per In 2020, the Properties department will develop a long- hour. The number of staff employed at the UPS campus term food/beverage and retail concession program is approximately 950 per day. The number of UPS air- that will shape the future for the B Concourse. planes that actively operate from Memphis daily var- ies from 3 to 4, depending on UPS’s operational needs. The largest and most notable air cargo operator at UPS is embarking on a major $216.6 million new expan- the airport is FedEx. The airport coordinates and plans sion project that will include the construction of a new projects with FedEx regularly and works to ensure that 268,000 square foot facility. the largest cargo contributor can continue to grow and MSCAA 2020–2024 13 Strategic Overview

PROPERTIES/CARGO

Action Item Target Period

Develop long-term food/beverage and gift concession program. 2020

Maintain open lines of communication with vendors through monthly partner meetings. Ongoing

Market Cargo East to expand leasing opportunities. Ongoing

Develop plans for cargo ramp and facilities expansion. Ongoing

Monitor opportunities to acquire land to expand development opportunities. Ongoing Airfield

The airfield portion of the Strategic Overview focuses cation to perform their de-icing operations during win- on the land surrounding the . This in- ter weather. The project is scheduled for completion in cludes the aprons, runways, taxiways, roads, equip- 2022. ment and other facilities. In accordance with new federal regulations, in 2020 The airport also plans to assist in the development the airfield staff will review airfield geometry to ensure plans for sustainability and growth by FedEx and UPS compliance. Other short-term goals include repair and through the Master Plan. Facilitating the growth of Fe- reconstruction of Taxiway Sierra (north of Victor), the dEx, UPS, and other cargo and commercial tenants is a study and design of a new commercial aircraft Main- top priority. The Master Plan will identify additional fu- tenance, Repair, and Overhaul (MRO) facility, and, the ture needs and associated projects. study and design of a new Ground Runup Enclosure (GRE) The most significant current airfield development proj- ect is the construction of a new Consolidated De-Icing Finally, the reconstruction for the west portion of Taxi- facility, which will provide airlines with a centralized lo- way Alpha is scheduled to be completed in 2022. MSCAA 2020–2024 15 Strategic Overview

AIRFIELD

Action Item Target Period

Review airfield geometry to ensure compliance with new federal regulations. 2020

Repair/Reconstruct Taxiway Sierra (north of Victor). 2020 - 2021

Study and design of a new Maintenance Repair and Overhaul facility (MRO). 2020 - 2021

Study and design of a new Ground Run-up Enclosure (GRE). 2020 - 2021

Develop and construct glycol collection / aircraft de-icing facility. 2020 - 2022

Reconstruct Taxiway Alpha (west portion). 2022 Marketing, Communications & Customer Relations

Community outreach is a critical factor for all em- new communications program for the general aviation ployee and passenger communications, as well as airports, launching a new marketing campaign to in- customer service. The Marketing, Communications crease public awareness of nonstop destination options and Customer Relations area’s responsibilities include at MEM, and initiating a marketing campaign to increase media relations, management of the Airport’s social participation in the Department of Homeland Security’s media channels, web content, internal and external Real ID program.. newsletters, marketing, branding, customer service and communications with airport tenants, community In 2021, the department plans to host a large-scale leaders, and the traveling public. open house and media event to introduce the modern- ized B Concourse to the community. Long-term goals Ongoing initiatives include maintaining and continu- include a new public information and marketing cam- ally communicating with a database of key community paign based on the next phase of modernization and partners. Part of this effort includes conducting both the Master Plan. monthly World Class Tours and specialized tours for smaller community groups and schools. The airport’s Marketing, Communications and Custom- er Relations program is necessary to demonstrate to Top goals in 2020 include the implementation of a new the community that the Airport places a high priority on customer service training and recognition program for transparency and customer service. employees and tenant partners, implementation of a MSCAA 2020–2024 17 Strategic Overview

MARKETING, COMMUNICATIONS & CUSTOMER RELATIONS

Action Item Target Period

Maintain database of key community partners to serve as ambassadors. Ongoing

Conduct monthly World Class Tours to enhance community interaction and education. Ongoing

Implement new customer service training, education and recognition program for tenant 2020 partners.

Implement new communications program for general aviation airports. 2020

Implement new marketing campaign to increase public awareness of nonstop destination 2020 options at MEM.

Implement marketing campaign to raise public awareness of Real ID requirements. 2020

Launch branding initiative for modernization program. 2020

Host large-scale media and community event for completion of the B Concourse 2021 modernization project.

Begin new public information campaign on next phase of modernization. 2022 Air Service

Air service is most concisely defined as the flights pro- Other ongoing initiatives include the development of a vided by an airport to its passengers. A high priority of program to support the growth of existing and new low- Memphis International Airport is to ensure competitive cost airlines. airfares while expanding flights, seats, and destinations; the airport’s “relentless pursuit of frequent and afford- In 2020, the Air Service Research and Development able air service.” area plans to enhance its regional air service alliance and continue the development of a database of corpo- The continued advancement of the airport’s Air Service rate travel information and demand. The Airport Author- Research and Development program is driven by a full- ity will continue to collaborate with community partners time Air Service Research and Development position to determine air service needs. dedicated to that relentless pursuit of frequent and af- fordable air service. The airport continues to execute its The increased emphasis on air service development air service development strategy by analyzing existing will continue to advocate air service demands from the services and identifying deficiencies to build and pres- community while supporting, sustaining, and develop- ent compelling and defendable cases to airlines. The ing a diverse portfolio of airlines for Mid-South travelers. airport’s ongoing goal is to increase air service through new destinations, increased frequencies and larger air- craft. In particular, additional West Coast destinations are a priority. MSCAA 2020–2024 19 Strategic Overview

AIR SERVICE

Action Item Target Period

Increase air service through new flights, more frequency and larger airplanes Ongoing

Develop a program to support growth of existing and the addition of new low-cost Ongoing airlines.

Develop marketing program in support of air service development. Ongoing

Secure additional nonstop West Coast destinations. Ongoing

Enhance regional air service alliance and the development of a database of corporate 2020 travel information and demand.

Development of an enhanced international air service (scheduled or charter) multi-year 2020 - 2022 marketing plan.

TOTAL NONSTOP DESTINATIONS (JANUARY 2020) Business Model/Finance

As an independent, state-chartered Airport Authority which receives its funding from aviation-generated created in 1969, the airport is charged with generat- user fees. These fees are primarily derived from taxes ing and managing its own revenue and providing for on airline tickets and on freight waybills. The Airport its long-term financial viability. The airport is a self-fi- also participates in the Tennessee Equity Fund which nancing entity that uses no local tax dollars. To gen- derives its funding from state aviation fuel taxes. erate needed revenue, the airport collects fees, rents and other charges from its business partner users. The The Airport’s financial management and its philosophy airport is committed to a budget that provides positive of predictability, sustainability, and flexibility provides financial benefits, including keeping the cost to airlines the Memphis Metropolitan Statistical Area (MSA) with reasonably low, addressing customer service needs, one of the country’s most progressive and fiscally maintaining existing facilities while designing new fa- sound airports. cilities, creating jobs and providing economic stimulus to the city and state’s economy. Ongoing initiatives include coordinating rating agency updates to ensure positive credit ratings, maintain- To ensure its financial viability, the airport develops ing federal and state grant programs in order to take long- term use and lease agreements with the airport’s advantage of discretionary grants, and managing and major airlines, commonly known as “signatory airlines.” updating the five-year capital outlay plan and Capital These agreements stipulate that if the airport experi- Improvement Plan. ences a revenue shortfall, the airlines will allow the airport to increase their rates and charges to balance Finance goals in 2020 include, among other things, the the budget. Likewise, surpluses are credited back to implementation of new financial software and report- airlines the next fiscal year. In exchange for their com- ing program and the development of a financing plan mitment, the signatory airlines provide input on the an- for the new consolidated de-icing facility. nual operating budget and major capital improvement program decisions. Another short-term goal for Finance is the develop- ment and negotiation of a new airline Use and Lease For Capital Improvement Projects, the airport partici- Agreement to replace the existing agreement that ex- pates in the FAA’s Airport Improvement Program (AIP), pires in 2021. MSCAA 2020–2024 21 Strategic Overview

BUSINESS MODEL / FINANCE

Action Item Target Period

Coordinate annual rating agency updates to ensure positive credit ratings. Ongoing

Maintain Federal & State grant programs and take advantage of discretionary grants as Ongoing appropriate.

Manage and update a five-year capital outlay and CIP Plan. Ongoing

Implement new financial software and reporting. 2020

Develop financing plan including debt issuance for consolidated de-icing facility. 2020

Develop and negotiate new airline Use and Lease Agreement. 2020 - 2021 22 MSCAA 2020–2024 Strategic Overview

Human Capital Management

MSCAA is known and well respected for its camara- term and long-term needs of MSCAA. The Airport derie and team culture. The employees are the Air- Authority will use this information to invest in em- port Authority’s greatest asset. Human Capital Man- ployee development to ensure the organization re- agement (HCM) is key to ensuring there is a strategy mains strong. for recruitment/onboarding, promotion, career devel- opment, training, performance management, report- Additionally, the Airport Authority will increase its ing and analytics, as well as motivating employees to focus on maintaining and improving the internally- be a high performing workforce. The Airport Authority equitable and externally-competitive standard of will continue to focus on employee engagement to compensation and benefits by conducting regular foster an environment that increases job satisfaction, compensation and benefits analyses. highlights recognition, provides positive feedback, supports open communication, and implements ap- These and other measures will ensure that the air- plicable HCM technology. port retains its highly skilled staff and is attractive to external applicants. As an equal opportunity employer that recognizes the importance and personal worth of each individual, the Short-term goals for the HR department include the Airport Authority is committed to affirmative action to implementation of a new Human Capital Manage- pursue diversity within its staff at all levels. ment (HCM) platform in coordination with the IT De- partment, as well the completion of a job descrip- The Airport Authority also recognizes that with a large tion review and salary survey. In addition, HR plans number of employees anticipated to retire in the near to complete a benefits and compensation analysis in future, it will have to continue to proactively develop 2021. and refine a succession plan that examines the short- MSCAA 2020–2024 23 Strategic Overview

HUMAN CAPITAL MANAGEMENT

Action Item Target Period

Increase employee training. Ongoing

Increase minority employment; especially in management level positions. Ongoing

Pursue additional employee development opportunities. Ongoing

Create talent retention incentives. Ongoing

Conduct Annual and Pulse Employee Engagement, Opinion and Culture Surveys. Ongoing

Collaborate with IT to implement a new Human Capital Management (HCM) platform. 2020 - 2020

Complete job description review and salary survey. 2020 - 2020

Conduct benefits and compensation analysis. 2020 - 2021 Charles W. Baker Airport General DeWitt Airport

General Aviation

The MSCAA General Aviation department is respon- base include improving our facilities, enhancing customer sible for the operation and management of two gen- service, and updating infrastructure. eral aviation (GA) reliever airports, Charles W. Baker and General DeWitt Spain. Charles W. Baker airport, Infrastructure improvements recently completed at located in Millington, provides services to approxi- Charles Baker include reconstruction of a taxiway, com- mately 100 based aircraft and has a total of 41 build- plete replacement of all airfield lighting to LED fixtures and ings. Private owners, through land lease agreements, the addition of a backup emergency generator. The LED have constructed 35 of these buildings. Like Charles lighting portion of this project contributed to significant W. Baker airport, General DeWitt Spain airport, located utility cost savings. Long-term future plans to enhance the north of downtown Memphis, serves the needs of ap- attractiveness of Charles Baker as a destination airport for proximately 100 based aircraft and has a total of 22 travelers and local businesses include the construction buildings; 14 of which are privately owned. These GA of a new terminal building. The new terminal building will airports combined, offer a safe and customer focused help to serve the growing needs of current tenants as well environment to support over 100,000 aircraft opera- as provide leasable space to establish a flight school or tions annually. aviation-related business.

The Airport Authority’s primary goal for our GA airports DeWitt Spain airport has similar airfield improvement proj- is to develop an airport system that is financially sus- ects scheduled for design and construction in 2020 and tainable and self-sufficient. The GA airports also strive beyond. to provide an environment that facilitates the growth of general aviation, which will consequently boost the Another critical development for the GA airports is the local economy. implementation of technology and IT-based infrastructure. The GA airports plan to evaluate and implement systems Private hangars are one of the GA airports’ most signif- that will support our current and future customer’s grow- icant assets and contributors to financial sustainability. ing needs. These hangars will revert to MSCAA ownership over the next eight years. With all of the various projects and improvements, the Air- port maintains a focus to continually provide sustainability Planned efforts to maintain and expand the customer and cost savings to our customers. MSCAA 2020–2024 25 Strategic Overview

GENERAL AVIATION

Action Item Target Period

Provide a functional and cost-effective facility for airport tenants offering a high level of Ongoing service to customers.

Operate and develop GA airports that are consistent with federal, state, regional and local Ongoing growth plans and economic policies.

Work with supporting Airport departments to plan for ongoing hangar reversions while developing and promoting leasing practices for business development and retention of 2020 - 2028 current tenants.

Complete Airport Master Plan for Spain and Baker. 2020

Airfield pavement improvements for Baker (Design). 2020

Construction of Charles W. Baker Terminal Building. 2020 - 2021

Implement Geographic Information Systems (GIS) for Spain and Baker. 2020 - 2021

Airfield pavement and lighting improvements for Spain (Construction). 2020 - 2021

Airfield pavement improvements for Baker (Construction). 2020 - 2021

Runway extension for Spain as identified in Master Plan. 2022 - 2023 26 MSCAA 2020–2024 Strategic Overview

Information Technology and Innovation

MSCAA’s Information Technology (IT) department tenance facility. This year, the IT department also plans manages technical oversight of all systems, processes to replace the airport’s public address system, deploy and polices related to Airport Authority technology. IT a fiber optic and copper cable management system is constantly striving to provide and enhance a robust and install and configure a redundant internet circuit. technical foundation that will provide a positive, secure and efficient experience for our employees, passen- Information Technology will be engaged in many in- gers and partners. frastructure upgrade projects in the next 2-5 years as we build the core infrastructure required to support IT is constantly evolving its security posture by apply- upcoming technologies. These projects include a Net- ing new technologies and policies and is also engaged work Infrastructure refresh to replace end-of-life de- in regular cyber security awareness training and test- vices and take advantage of modern network design ing to ensure that the Airport Authority’s technical as- techniques and management tools, and implementa- sets are protected. tion of a properties and lease management system. Also, IT will implement a Mitel hybrid VoIP/unified Projects for 2020 include the implementation of a new communications platform, integrating voice, data and shared use gate management system for airlines, in- support services as well as a new parking access and troduction of a new human capital management/ revenue control system (PARCS) that will allow MSCAA payroll/time and attendance system, upgrading the to introduce enhanced amenities such as a frequent Motorola P25 radio system for Memphis Airport Police traveler program, ticketless parking, pre-paid parking, and Operations staff, upgrading the physical access reserved parking and near-field communication -de control system, refreshing both the corporate wire- vice support. Longer-term projects include an Airport less network and identity management system, and Operational Database (AODB) system and the imple- implementing technology for the communications and mentation of a GIS Centric Enterprise System. emergency operations center in the new Airfield Main- MSCAA 2020–2024 27 Strategic Overview

INFORMATION TECHNOLOGY

Action Item Target Period

Implement and maintain a robust information security program. Ongoing

Network Infrastructure Design and Implementation in B Concourse. 2020 - 2021

Implement a GIS Centric Enterprise Systems (Digital Transformation). 2020 - 2022

Implement shared use gate management system. 2020

Implement Workday Human Capital Management/Payroll/Time/Finance/Procurement 2020 and Attendance.

Implement common-use shared gate management system 2020

Implement WorkDay Human Capital Management/Payroll/Time/Finance/Procurement 2020 and Attendance

Motorola P25 Radio System and Tower install to support Maintenance, Public Safety and 2020 Operations.

Implement Properties and Lease Management System. 2020 - 2021

Implement Hybrid Cloud Voice over IP System (Internet Protocol). 2020 - 2021

Replace Parking Access Revenue Control System . 2021

Deploy an Airport Operational Database (AODB) System. 2021

Upgrade Physical Access Control System. 2020

Corporate Wireless Network Refresh. 2020

Continued on next page. 28 MSCAA 2020–2024 Strategic Overview

INFORMATION TECHNOLOGY (CONT’D)

Action Item Target Period

Identity Management System Refresh. 2020

Redundant Internet Circuit Installation and Configuration. 2020

Deploy Fiber Optic and Copper Cable Management System. 2020

Communications Center and Emergency Operations Center Technology Design and 2020 Implementation. MSCAA 2020–2024 29 Strategic Overview 30 MSCAA 2020–2024 Strategic Overview

LEADERSHIP BOARD OF COMMISSIONERS

Pace Cooper, Jack Sammons, Gregory Fletcher, Chair Vice Chair Secretary

Michael Keeney James (Jim) Keras Darrell Thomas Pam Clary MSCAA 2020–2024 31 Strategic Overview

STAFF LEADERSHIP

Scott A Brockman, A.A.E. Thomas E. Wallace, A.A.E. President and Chief Executive Officer Director of Operations and Public Safety

Forrest B. Artz, C.P.A., C.M. Janice Avery-Walthall, C.C.P. Vice President of Finance and Administration/ Director of Human Resources Chief Financial Officer Angela M. Washington, M.S.M. Terry S. Blue, A.A.E. Director of Properties Vice President of Operations Jerry Brandon Christy L. Kinard, C.M. Chief of Public Safety General Counsel Michael Fulton Nathan Luce P.E. Government Affairs Director Director of Procurement Chip Gentry, C.M., ACE Phil E. Florey Air Service Research and Development Manager Director of Maintenance Janet Lansky Shipman Jeffrey W. Hanley, C.M. Associate Airport Counsel Director of Finance Joe Claiborne James A. Hay II, C.M. Senior Manager of Business Diversity Director of Development Development

J. Jarrett Morgan, CISSP, PMP Julie Stewart, P.H.R. Director of Information Technology/Chief Senior Manager of Human Resources Information Officer

Glen Thomas, C.M. Director of Strategic Marketing and Communications/Public Information Officer ADDRESS PHONE WEBSITE

2491 Winchester Road, Suite 113 (901) 922-8000 flymemphis.com Memphis, TN 38116 [email protected]

Customer Satisfaction Survey: www.memairsurvey.com