The Metropolitan Airports Commission

Transcription

1 The Metropolitan Airports Commission (2013 Update) Strategic Plan METROPOLITAN AIRPORTS COMMISSION STRATEGIC PLAN: (2013 UPDATE) th Avenue South Minneapolis, MN

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3 Table of Contents Introduction 4 Our Commissioners 5 Our Organizational Structure 6 Our System of Airports 7 Our Vision 8 Our Mission 9 Our Values 10 Our Critical Issues 11 Our Strategic Goals 12 Our 2013 Key Initiatives Our Key Areas of Performance 16 Our Results Indicators Safety & Security 17 Finance 17 Environment 17 Employee Engagement 18 Customer Experience 18 Development 18 Operations 18 Results Indicator Definitions 19 Our Long Range Plans MSP Long Range Plans 20 Reliever Airports Long Range Plans Key Initiatives Results Report METROPOLITAN AIRPORTS COMMISSION STRATEGIC PLAN: (2013 UPDATE) 3

4 Introduction To the Public: We are pleased to present the Metropolitan Airports Commission s Strategic Plan. The Metropolitan Airports Commission (MAC) is uniquely tasked to provide and promote safe, convenient, environmentally conscious, cost-competitive aviation services for the Twin Cities metropolitan community. A public corporation of the state, the MAC functions like a business, generating the revenues it needs to operate its seven airports. At the same time, we serve a vital public service, linking Minnesota to the world and injecting billions of dollars into the area economy. The following pages outline key initiatives designed to enhance air service at Minneapolis-St. Paul International Airport (MSP), provide a great airport experience to our customers, and strengthen partnerships and relationships key to our success. The plan also addresses strategies to assure the MAC s continued financial viability, leverage resources and technology, and match employee talent with changing business needs as we look ahead at the next four years. Key initiatives aim to address important challenges and opportunities in ways that ensure residents and businesses in the Twin Cities continue to enjoy a strong, sustainable airport system. Highlights of the plan include: improving the Terminal 1 international arrivals facility and completing environmental work for 2020 Long Term Comprehensive Plan improvements instituting a new porter program at Terminal 1 and using technology to inform travelers of security checkpoint wait times expanding revenue streams and ensuring the new general aviation financial model performs as needed introducing internship and leadership development/career enrichment programs increasing use of e-learning and enterprise resource planning technologies We look forward to the many challenges ahead and to making continued strides toward our vision of giving our customers the best airport experience in North America. Sincerely, Dan Boivin Chairman Jeff Hamiel Executive Director /CEO METROPOLITAN AIRPORTS COMMISSION STRATEGIC PLAN: (2013 UPDATE) 4

5 Our Commissioners Picture to be added. Steve Cramer METROPOLITAN AIRPORTS COMMISSION STRATEGIC PLAN: (2013 UPDATE) 5

6 Our Organizational Structure METROPOLITAN AIRPORTS COMMISSION STRATEGIC PLAN: (2013 UPDATE) 6

7 Our System of Airports The Commission owns and operates seven airports within the Metropolitan Area including Minneapolis/St. Paul International Airport and six general aviation Reliever Airports: Anoka County/Blaine Airport, Crystal Airport, Lake Elmo Airport, St. Paul Downtown Airport, Flying Cloud Airport and Airlake Airport. METROPOLITAN AIRPORTS COMMISSION STRATEGIC PLAN: (2013 UPDATE) 7

8 Our Vision To give our customers the best airport experience in North America! Our vision applies to: MAC as an Organization MSP and the Reliever Airports We are committed to providing the best airport experience for all of our customers: The Traveling Public Regional Businesses Airport Tenants and Concessionaires The Airline Industry General Aviation The Citizens of the Region Our vision guides our priorities, decision making and actions as we move forward in service to our customers. METRO-

9 Our Mission We provide and promote safe, convenient, environmentally sound and cost-competitive aviation services for our customers. Provide Our mission is to provide and maintain airport facilities and services that meet the needs of our community. Promote Our mission is to promote the use of airport facilities and services in ways that drive regional economic development. Safe Our mission is to provide a safe and secure airport environment throughout our system of airports. Convenient Our mission is to ensure that our facilities are easily accessible and convenient for all. Environmentally Sound Our mission is to be environmental stewards of these public assets. Cost Competitive Our mission is to provide products and services at competitive prices. Aviation Services Our mission is to provide and maintain an airport infrastructure that supports the national system of air transportation. Our Customers Our mission is to balance the often competing needs of our customers: The Traveling Public Regional Businesses Airport Tenants and Concessionaires The Airline Industry General Aviation The Citizens of the Region METRO-

10 Our Values Employees We value our employees for their skills and abilities, ethical behavior, diversity, creativity, innovation, and sound judgment. We provide our employees with rewarding work, opportunities for professional growth and an appreciative work environment based on trust, respect for each other and open communication. Commitment to the Community and the Environment We are responsive to the environmental concerns of the community. We demonstrate leadership in sound environmental management. We promote open and honest communication about environmental concerns. Fiscal Responsibility We make sound financial decisions that balance the interests of the organization, community, partners, stakeholders, and customers. We make decisions that help to drive the economic vitality of this region. We maintain policies to provide adequate revenues to operate without general tax support or the exercising of our authority to levy taxes. Innovation and Excellence We seek creative and innovative solutions to complex challenges. We set high standards in all aspects of our organization and focus on continuous improvement. Integrity We do business in an honest, fair, open, and respectful manner. We live up to our responsibilities, meet our objectives, and fulfill our commitments. We maintain our credibility through timely communication with customers, employees and stakeholders. We instill confidence in all who deal with our organization that we can be depended upon to act with the highest moral and ethical standards. Teamwork We reach common goals through strong relationships based on trust. We commit ourselves to open and respectful communication. METROPOLITAN AIRPORTS COMMISSION STRATEGIC PLAN: (2013 UPDATE) 10

11 Our Critical Issues These are the most critical issues the organization will face over the life of this plan. Critical Issue Challenge Implication Leveraging Resources and Technology MAC is challenged to get more done with less through the smart use of resources and technology. We must continue to meet the expectations of customers while operating under financially restrictive conditions. MAC needs to take advantage of the investments it has made and make strategic decisions on the acquisition and use of new resources and technology. Planning / Strategizing for the Financing and Implementation of the 2020 Plan Transitioning the Organization through Changes in Leadership How/When to begin construction given the state of the industry and approximately 3 1/2 years it takes from project initiation to opening of facilities. A majority of the executive leadership team is eligible to retire during the life of this plan. Retirements will also take place in a number of key technical and professional positions. We must remain a high performing organization as these transitions occur. MAC needs to focus on environmental approvals, cost, funding, and getting the carriers on board. MAC needs to ensure transition plans are created as needed, develop internal talent, recruit/select the successful candidates and facilitate their integration into their new role. Diversifying Revenue Streams MAC needs to diversify its revenue streams and remain cost competitive. MAC needs to focus on ways/methods to capture alternative revenue sources for both MSP and the Reliever Airports. Maintaining Current and New Infrastructure The investments made in the public assets of MSP and the Reliever Airports need to be maintained and preserved. MAC needs to budget sufficiently for the operational expenses of our existing facilities and recognize life cycle costs with proposed development plans during the CIP process. MSP Becoming the "Airport of Choice" for Airlines and Passengers MAC s challenge is to have a competitive mix of facilities, amenities and services to meet the needs of the airline industry and passengers. MAC must continually assess customer wants and needs in order to capitalize on opportunities and ensure a stable financial future. Achieving Long Term Financial Viability for the General Aviation System Given a declining pilot population, reduction in recreational flights and greater demand for business aviation service and facilities, our challenge is to promote greater utilization of our Reliever Airports and to maintain a financial model with a mix of revenues that can sustain the general aviation system. METROPOLITAN AIRPORTS COMMISSION STRATEGIC PLAN: (2013 UPDATE) 11 MAC must carefully monitor the performance of the new General Aviation model to ensure that generates sufficient revenue to ensure the financial viability for the system.

12 Our Strategic Goals Assure Financial Viability Ensure MAC has the financial resources necessary to operate our airport system and meet all debt service obligations in any scenario as well as maintain our existing bond ratings. Provide a Great Customer Experience Ensure that all our customers - the Traveling Public, Regional Businesses, Airport Tenants and Concessionaires, the Airline Industry, General Aviation and the Citizens of the Region - have the best airport experience in North America. Match Employee Talent with Changing Business Needs Make sure that the right people with the right skills and experience are in the right place to fulfill MAC s mission and achieve our vision. Leverage Resources and Technology Take full advantage of resources and technology to improve performance, increase productivity and deliver cost-effective services. Strengthen Partnerships and Relationships Expand effectiveness through internal teamwork and strengthening external relationships and partnerships with tenants, concessionaires, airlines, neighboring communities, regional businesses, and governmental agencies. Enhance Air Service at MSP Provide airlines and the traveling public with expanded alternatives by enhancing domestic, regional and international air service at MSP. METROPOLITAN AIRPORTS COMMISSION STRATEGIC PLAN: (2013 UPDATE) 12

13 Our 2013 Key Initiatives Strategic Goal: Assure Financial Viability 2013 Key Initiatives: Refine 3 year operating budgeting process to include lifecycle costs, aligned with the strategic plan and capital improvement budget. Outcome: Integrated three year operating and capital improvement budgets driven by strategic priorities. Closely monitor and manage the performance of the new General Aviation model to ensure it delivers financial viability. Outcome: Implementation of the model with the ability to modify expenditures to match revenue. Explore options for expanding non-aeronautical revenue. Outcome: Complete cost/benefit analysis of various options for expanding non-aeronautical revenue and a prioritized plan of action for Strategic Goal: Provide a Great Customer Experience 2013 Key Initiatives: Implement improvements in the international arrival facilities at Terminal 1. Outcome: An improved customer experience for international arriving passengers resulting in a higher ASQ score for Airport Facilities. Implement technology to inform passengers of security check point wait times. Outcome: Improved customer experience through information and reducing security check point wait times. Implement a porter program to help customers with baggage at Terminal 1. Outcome: An improved customer experience at Terminal 1 Lindbergh. Assess customer needs of an aging and increasingly diverse traveling public. Outcome: Designs and processes that produce an improved customer experience for all members of the traveling public. METROPOLITAN AIRPORTS COMMISSION STRATEGIC PLAN: (2013 UPDATE) 13

14 Our 2013 Key Initiatives Strategic Goal: Match Employee Talent with Changing Business Needs 2013 Key Initiative: Implement internship programs. Outcome: Internship programs implemented that benefit the organization and the participants. Implement a leadership development/career enrichment program. Outcome: Program in place to enhance leadership/employee competencies. Strategic Goal: Leverage Resources and Technology 2013 Key Initiative: Upgrade operating system and office productivity suite to Windows 7 and Office 2010 including SharePoint. Outcomes: Greater productivity and increased collaboration across departmental lines as we take advantage of the capabilities of these products. Initiate expanded staff training using e-learning and classroom training to maximize the use of current technologies. Outcomes: A well trained workforce capable of leveraging existing technology to improve productivity and performance. Expanded use of MAC s Enterprise Resource Planning product, EnterpriseOne, including automated time entry, capital project management and maintenance management. Outcomes: Improved efficiency and productivity by leveraging existing technology. METROPOLITAN AIRPORTS COMMISSION STRATEGIC PLAN: (2013 UPDATE) 14

15 Our 2013 Key Initiatives Strategic Goal: Strengthen Partnerships and Relationships 2013 Key Initiatives: Sponsor dialogues with regional business leaders. Outcome: A gauge of our current performance and guide to develop future plans that will meet the needs of regional business. Increase outreach efforts to communities surrounding all of our airports. Outcome: Improved relationships through communication and understanding with community stakeholders. Strategic Goal: Enhance Air Service at MSP 2013 Key Initiatives: Implement improvements in the international arrival facilities at Terminal 1. Outcome: An improved customer experience for international arriving passengers resulting in the potential for increased international air service. Complete the environmental documentation associated with MSP 2020 improvements. Outcome: Required environmental documentation complete that will allow terminal development necessary to improve customer service levels and to accommodate new air service. METROPOLITAN AIRPORTS COMMISSION STRATEGIC PLAN: (2013 UPDATE) 15

16 Our Key Areas of Performance These are the key areas of performance essential to fulfilling our mission. Safety & Security Finance Customer Experience Development Operations Environment Employee Engagement METROPOLITAN AIRPORTS COMMISSION STRATEGIC PLAN: (2013 UPDATE) 16

17 Our Results Indicators Safety & Security Reportable Crimes Security Breaches That Impact Passenger Traffic and/or Airport Operations OSHA Recordable Injuries MSP Runway Incursions Reliever Runway Incursions (vehicle or pedestrian) 2-vehicles 1-pedestrian 6-vehicles 1-pedestrian 6-vehicles 0-pedestrian 6-vehicles 1-pedestrian 1-vehicle 0-pedestrian 0-vehicle 0-pedestrian Financial Debt Service Coverage Ratio 2.30x 2.26x 2.26x 2.33x 2.38x 3.32x Airline Cost per Enplaned Passenger Non-airline Operating Revenue per Enplaned Passenger Reliever Airports Net Operating Revenue ($=000)* $5.21 $5.56 $6.04 $6.03 $6.32 $6.42 $6.71 $6.71 $7.05 $7.16 $7.44 $7.89 $492 $233 $235 $292 (-$274) $135 Environment Environmental Stewardship Index * This measure is no longer relevant due to changing from a reliever airport model to a general aviation model and will not be used in 2013 and beyond. The measure will be changed to General Aviation Net Operating Revenue going forward. METROPOLITAN AIRPORTS COMMISSION STRATEGIC PLAN: (2013 UPDATE) 17

18 Our Results Indicators Employee Engagement Employee Engagement Index* NA NA NA NA Employee Turnover 7.60% 4.96% 3.36% 3.38% 5.11% 5.27% Customer Experience Airport Service Performance Rating (ACI Survey Scale 1-5) Compliments to Complaints Ratio Development CIP** Implementation 96.3% 99.7% 97.5% 97.8% 95.9% 96.3% Pay-As-You-Go PFC*** Availability NA 6.5 Yrs. 5 Yrs. 4.4 Yrs. 4.4 Yrs. 4.4 Yrs. Operations Annual MSP Operations 453, , , , , ,332 Enplaned Passengers 16,969,000 16,384,000 15,551,000 15,714,000 15,972,000 16,020,000 Non-stop Domestic Destinations Non-stop International Destinations Competitive Destinations NA Annual Reliever Operations 448, , , , , ,956 Reliever Airport Tenants Reliever Based Aircraft 1,721 1,637 1,531 1,531 1,452 1,525 * New Performance Indicator, no historical data exists. ** Capital Improvement Program *** Passenger Facilities Charges METROPOLITAN AIRPORTS COMMISSION

19 Results Indicator Definitions Reportable Crimes Per Enplaned Passenger Security Breaches That Impact Passenger Traffic And/or Airport Operations OSHA Recordable Injuries MSP Runway Incursions Reliever Runway Incursions Debt Service Coverage Ratio Airline Cost Per Enplaned Passenger Non-Airline Operating Revenue Per Enplaned Passenger Reliever Net Operating Revenue Environmental Stewardship Index Employee Engagement Index Employee Turnover ACI/ASQ Survey Overall Passenger Satisfaction Compliment To Complaint Ratio CIP (Capital Improvement Program) Implementation Pay-As-You-Go PFC Availability Annual MSP Operations Enplaned Passengers (EPAX) Non-stop Domestic Destinations Non-stop International Destinations Competitive Destinations Annual Reliever Operations Reliever Airport Tenants Reliever Based Aircraft Crimes that are mandated reportable to the state under Minnesota State Statute and include crimes against a person and/or property, i.e., can include everything from murder and aggravated assault to vandalism and disorderly conduct. A security breach that is not able to be cleared after CCTV and a security review without impacting passenger traffic and/or flight operations. Any injury or illness that meets the following criteria: death, days away from work, restricted work or transfer to another job, medical treatment beyond first aid, or loss of consciousness. A significant injury or illness diagnosed by a physician or other licensed health care professional. The entering of any open runway including the associated safety area without positive clearance from the air traffic control tower. Unauthorized access to an airport operations area by a vehicle or pedestrian. Revenues available to pay debt service divided by debt service payments. Airline rates and charges as defined in the airline operating agreement divided by enplaned passengers. Revenue to MAC from Concessions as shown in MAC's financial statements divided by enplanements. Operating Revenues for all Relievers Less Operating Expenses (excluding depreciation and debt service) less General Office Administration allocation. Benchmarks the following eight variables: Green House Gas Emissions, Deicing Material diverted from Minnesota River, Solid Waste Generated, Solid Waste Recycled, Percent of Homes Mitigated within MSP 65 DNL, Energy Savings per Energy Conservation Program Building Efficiency, and Reduction in use of Petroleum Fuel. Results from internal employee survey on: Employee Involvement, Work Environment, Performance Leadership, and Overall Job Satisfaction The number of voluntary and involuntary separations in a calendar year, calculated as a percentage of the total workforce of regular status employees. MSP s rating from passenger rating on a 5 point scale. A comparative calculation of compliments to complaints. Completed project value as a percentage of programmed project value. The number of years into the future MAC has committed its available Pay-as-you-go PFC funds. The number of aircraft takeoffs and landings at MSP. The number of passengers boarding an aircraft, including originating and stopover or on-line transfer passengers. 5 weekly departures or 260 total departures per year. 1 weekly departure or 52 departures per year. Destinations served by more than one airline The number of aircraft takeoffs and landings at the Reliever Airports. The number of airport tenants at the Reliever Airports. The number of aircraft based at the Reliever Airports. METROPOLITAN AIRPORTS COMMISSION STRATEGIC PLAN: (2013 UPDATE) 19

20 Our Long Range Plans MSP PHASE I: Proposed MSP Capital Improvements Minneapolis-Saint Paul International Airport General Completion of Noise Mitigation Work in Compliance with the Consent Decree MACNet Upgrades ivisn (CCTV) Enhancements/Expansion Parking Structure Rehabilitation Perimeter Fence Security Intrusion Detection Public Safety Building Energy Savings/Alternative Energy Projects Runway/Taxiway Rehabilitation Campus Building Renovations/Demolition Terminal 1 Lindbergh Complete South In-Line Baggage Screening Facility Replace Jet Bridges Restroom Upgrades Facility Infrastructure Rehabilitation (Electric, Roof, Lighting, Emergency Power ) Baggage Claim/Baggage Make-up Remodel Ticket Lobby Remodel and Blast Mitigation E Concourse Remodel G FIS CBP Primary and Bag Claim Expansion Fire Protection and Roof Replacements G Concourse Expansion Terminal 2 - Humphrey Renovate Checkpoint 2 North Apron Expansion and In-Pavement Fueling System Roadway Capacity Improvements (34 th Ave S/1-494 DDI Interchange ) Concessions Expansion Construct In-Line Baggage Screening System Incident Response Friends and Relatives Facility Multi-Purpose Space Auto Rental Service Counter, Ready-Return and Quick-Turn-Around Facility Construction Construct Six Gate Expansion Parking Ramp Expansion METROPOLITAN AIRPORTS COMMISSION STRATEGIC PLAN: (2013 UPDATE) 20

21 Our Long Range Plans Reliever Airports PHASE I: Proposed Capital Improvements by Airport Reliever General Aviation Airports Airlake Complete the South Hangar Area to Accommodate the 2025 Needs Pavement Rehabilitation and Maintenance Update the Airport Layout Plan Anoka Taxiway C Extension Pavement Rehabilitation and Maintenance Airfield Signage Improvements Crystal Complete Environmental Assessment for LTCP Proposed Runway Modifications Convert Runway 14R-32L into a Taxiway Pavement Rehabilitation and Maintenance Update the Airport Layout Plan Flying Cloud Runway Safety Improvements Construct East/West Perimeter Road Pavement Rehabilitation and Maintenance South Building Area Tenant Build-Outs Update the Airport Layout Plan Lake Elmo Runway Relocation/Replacement Pavement Rehabilitation and Maintenance Update the Airport Layout Plan St Paul Electrical Vault Improvements Storm Sewer Improvements Airfield Signage and Wind Cone Upgrades Pavement Rehabilitation and Maintenance Runway 14-32, Taxiway E and Taxiways B,C METROPOLITAN AIRPORTS COMMISSION STRATEGIC PLAN: (2013 UPDATE) 21

22 2012 Key Initiatives Results Report Strategic Goal: Assure Financial Viability 2012 Key Initiatives: Ensure the continued financial viability of the reliever airport system by completing new business plans for each of the reliever airports. Results: In 2011 MAC staff completed a study of the operational practices and capital funding of the Reliever Airports. Rather than develop individual business plans for each airport it was recommended seven separate work plans be implemented. In 2012 work was completed on five of the seven plans including the first three which dealt with the financial viability of the Reliever Airports. The first three plans were: 1) Recognizing the value of the Reliever Airports to MSP; 2) Setting a strategy to fund capital projects on the Reliever Airports; and 3) Assessing the composition of general aviation fees at MAC s airports to ensure competitiveness within the system. In mid-2012 the Commission approved a new financial model for MAC s general aviation system which included general aviation activities at MSP. The model gives recognition to the reliever airports' value to MSP and identifies the funding strategy for capital projects. The Commission also enacted a new ordinance dealing with rates and charges on the Reliever Airports. The new ordinance both identified new fees and adjusted existing fees to create a level playing field to ensure competitiveness within the system. Fully incorporating three year operations and capital equipment planning into our budgeting process starting with the 2013 budget cycle. Results: 2013 budget cycle incorporates both a three-year operating budget plan and a three-year capital equipment plan. This was completed in June, Develop and deliver a plan for dealing with excess real estate at MSP. Results: The Real Estate inventory and assessment was completed. Staff is preparing to bring forward a request in 2013 to retain a brokerage/marketing firm selection to assist in moving development forward. METROPOLITAN AIRPORTS COMMISSION STRATEGIC PLAN: (2013 UPDATE) 22

23 2012 Key Initiatives Results Report Strategic Goal: Provide a Great Customer Experience 2012 Key Initiatives: Remove a major source of customer dissatisfaction by providing free Wi-Fi throughout both MSP terminals. Results: Free WiFi has been implemented and is operational at both T-1 and T-2. The average ASQ score went from 2.99 in 2011 to 3.17 in The 4 th quarter ASQ score was against a 2 year average of (Free Wi Fi was operational in the 4 th quarter) for an increase of 0.524! Improve the traveling public s customer experience by implementing Phase One of the public restroom remodeling program in Terminal 1. Results: New men's and women's restrooms have been completed on both the E and F Concourses. Completion was late in the year and represent the beginning of the process of reconstructing all T-1 restrooms. The ASQ score for 2011 and 2012 were unchanged at These improvements will take some time to effect the ASQ survey results. Improve the traveling public s experience by expanding the arts and culture program at MSP. Results: The T-1 Restroom projects on the E and F Concourses and the T-2 mosaic floor art are completed. "Ambience of the airport" is the surrogate measure for art in the ASQ process and shows no change year over year at This measure really looks at architecture, cleanliness and light, so the effect of arts and culture improvements will be hard to assess with ASQ. Strategic Goal: Match Employee Talent with Changing Business Needs 2012 Key Initiative: Expand knowledge transfer and leadership development programs. Results: A third MAC Management Forum series consisting of six half day session facilitated by MAC s senior leadership team was completed in the second quarter. Ninety-two employees completed the series. METROPOLITAN AIRPORTS COMMISSION STRATEGIC PLAN: (2013 UPDATE) 23

24 2012 Key Initiatives Results Report Strategic Goal: Leverage Resources and Technology 2012 Key Initiative: Increase the use of existing technology internally at the MAC and externally with customers. Results: Upgrades to Windows 7 and Office 2010 and employee training on the use of the new system has been moved forward into EnterpriseOne use has expanded, completing a asset management pilot program that uses bar code labeling of major assets and tying them to corresponding asset data in EnterpriseOne. Key Information and Paging Office personnel were trained to monitor Twitter and respond to customers' information needs in real time. Strategic Goal: Strengthen Partnerships and Relationships 2012 Key Initiatives: Assess the contribution of MSP to the local, state and regional economy by conducting an economic impact study. Results: First draft of Economic Impact Study was completed. It will be finalized and publicized in Strengthen our partnership with Greater MSP. Results: Involved Greater MSP in the 2012 'State of the Airport' luncheon and showcased the organization's video promoting the Twin Cities as a great place to live and conduct business. MAC also worked with Greater MSP on the effort to attract Pinnacle Airlines to MSP. METROPOLITAN AIRPORTS COMMISSION STRATEGIC PLAN: (2013 UPDATE) 24

25 2012 Key Initiatives Results Report Strategic Goal: Enhance Air Service at MSP 2012 Key Initiatives: Enhance and expand MSP s air service incentive program. Results: An enhanced incentives program that includes incentives for seasonal international service as well as first-time domestic incentives for direct service to Hawaii was approved by the Commission and is now in place. Complete the environmental documentation associated with MSP 2020 Improvements that will allow for terminal development necessary to accommodate new air service. Results: The MSP 2020 Improvements EA/EAW Draft was completed. The FAA published the Draft Final EA and Draft FONSI/ROD in January The FAA and MAC will complete the EA/EAW process in the 2nd Quarter of 2013 METROPOLITAN AIRPORTS COMMISSION STRATEGIC PLAN: (2013 UPDATE) 25