Port Relaeses Strategic Plan

Abstract

The Toledo-Lucas County Port Authority released in September a 'strategic management plan' prepared for the agency by two out-of-state consulting firms. The Port Authority's strategic plan "is a road map for accomplishing our objectives," according to William W. Boeschenstein, chairman of the Port Authority board of directors. A presentation outlining the plan's content was made by James R. Brennan, a principal with Mercer Management Consulting of Lexington, Massachusetts. Mercer began work on the plan in January of this year in conjunction with Economic Development Services of Detroit, Michigan. (excerpt)

The Toledo-Lucas County Port Authority released in September a 'strategic management plan' prepared for the agency by two out-of-state consulting firms.

The Port Authority's strategic plan "is a road map for accomplishing our objectives," according to William W. Boeschenstein, chairman of the Port Authority board of directors.

A presentation outlining the plan's content was made by James R. Brennan, a principal with Mercer Management Consulting of Lexington, Massachusetts. Mercer began work on the plan in January of this year in conjunction with Economic Development Services of Detroit, Michigan.

Those attending the presentation included members of City Council, Lucas County Commissioners, Port Authority and Toledo Area Chamber or Commerce officials, and Toledo mayor John McHugh.

According to Brennan, the consultant who worked on the plan met with more than 50 community leaders in business, industry, media, community organizations and elected officials.

Despite a competitive environment, "the Port Authority has managed to grow and meet its legislative mandate successfully by anticipating the needs of the marketplace and attracting private investment and commitment to northwest Ohio," Brennan remarked.

The plan ultimately pinpoints five strategic issues which will "directly affect the ability or the organization to achieve its mission, require the attention or senior management and require significant resources to resolve or implement."

The plan also recommends that the Port Authority sharpen its focus in some areas to serving Lucas County, the source of the revenues that permit it to act as an economic development agency. Attention to Lucas County is perceived as necessary if the Port is to continue to rely on a county tax levy as a primary source of its income.

"The Lucas County tax levy is essential to the continued existence and future development of Economic Development Division programs," the plan notes.

Brennand said that because of that factor, "the action plans focus the delivery of basic economic development services such as retention, expansion and attraction exclusively to Lucas County."

For the Port Authority's airport division, the plan recommends working to attract a foreign flag air cargo carrier to work alongside Burlington AirExpress; expanding services to the key customers of Burlington; establishing a maintenance hub for a commercial airline or an aircraft manufacturer; and pursuing incremental expansion of commercial air passenger services.

The Port's seaport division is asked by the plan to consider how "to diversify the Port of Toledo's cargo and service base on a self-sustaining basis." The seaport division will need to identify those industries, shippers and carriers who could benefit from using the Port of Toledo for a special target marketing program.

Port Authority board chairman William W. Boeschenstein described the strategic management plan as "a living document" which will be modified or adjusted as necessary.