The transformation of the San Diego County Regional Airport Authority (SDCRAA) is a remarkable example of planned change in action. This transition, initiated by a California state law in 2001, required the San Diego Unified Port District to transfer the operation of San Diego’s international airport to the newly formed SDCRAA by January 2003. Thella Bowens, then the senior director of the Aviation Division, was appointed Interim Executive Director of SDCRAA, spearheading this significant change effort.
Background and Strategic Objectives
The SDCRAA's formation was driven by the need for a dedicated entity to manage and operate airports within San Diego County. Forecasts indicated that air travel in the region would more than double by 2030, making it crucial to have a strategic plan that could handle the anticipated growth. Bowens’s deep understanding of the Aviation Division's operations and her prior involvement in strategic planning positioned her well to lead this transition.
Developing the Transition Plan
In April 2002, Bowens and her senior team from the Aviation Division attended an off-site workshop to discuss the creation and management of an effective transition process. Recognizing the importance of establishing SDCRAA as a standalone entity, the team recommended revising the existing strategic plan, hiring staff to research and discuss transition needs, and conducting retreats with employees across various organizational levels. This led to the formation of the Airport Transition Team, which included seven handpicked employees from the Aviation Division. They were tasked with focusing entirely on the transition.
The team, named the "Metamorphs," faced the challenge of designing a transition plan that minimized disruptions to customers and services, minimized financial impacts, and addressed all legal and regulatory issues. They established 12 functional teams (later expanded to 19) responsible for collecting data, establishing new or parallel functions for the SDCRAA, and highlighting any issues related to the startup of these functions.
Dealing with Legal and Regulatory Issues
Addressing legal and regulatory issues was a significant part of the transition. The original legislation provided a framework for setting up the new agency but left many questions unanswered. Additional "clean-up" legislation was passed in mid-2002 to protect employees and ensure no loss of jobs or benefits. This clarity helped the Metamorphs manage employee contract issues effectively.
Engaging Employees in the Change Process
Communication was critical throughout the transition. The Metamorphs regularly updated their coworkers and held "all hands meetings" to provide information about the transition. Change-management education sessions were also conducted to reassure employees, encourage open communication, and address their concerns.
Evaluating and Institutionalizing Change
By June 2003, the SDCRAA had received awards for superb customer service and outstanding performance, successfully operating San Diego's international airport and serving over 15.2 million passengers on 620 daily flights. The broad participation in creating the transition plan meant that many employees understood the plan and were prepared to address any issues that arose.
Conclusion
The transformation of the San Diego County Regional Airport Authority demonstrates the power of planned change in organizational development. By involving stakeholders at every level, addressing legal and regulatory challenges, and maintaining open communication, the SDCRAA successfully transitioned into a standalone agency capable of handling future growth.
Organizational Development Services
At OrgEvo Consulting, we specialize in strategic planning and change management to drive successful organizational transformations. Our services include stakeholder engagement, developing actionable strategies, and managing transitions effectively. Contact us to learn how we can support your organization in achieving its goals.
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