STRATEGIC PLAN FOR THE

CLARK INTERNATIONAL AIRPORT

CORPORATION
By Jesito M. Ponio, Jr.

The Republic Act No. 7227 known as

the “Bases Conversion and Development Act of
1992”, accelerating the conversion of military reservations into other productive uses and
creating the Bases Conversion and Development Authority (BCDA) for the purpose of providing
funds and other purposes, provides the basis for the existence of the Clark International Airport
Corporation (CIAC).

By virtue of Executive Order No. 174 issued on 28 April 1994, the Clark Special
Economic Zone (formerly known as Clark Air Base) was designated as the future site of the
premiere international airport of the Philippines. The existing runways and airport area of 2,200
hectares inside the zone provides sufficient area for phased expansion to serve the air traffic
demand of the 21st Century.

To provide focus on the development of the airport and the civil aviation complex, the
Clark International Airport Corporation was created. Pursuant to Executive Order No. 192 series
of 1994, CIAC was mandated to operate, manage and maintain the Clark Civil Aviation Complex
and develop the same into international service and logistics center in the Asia-Pacific region.

Pursuant to Executive Order No. 716, the CIAC is provided with a jurisdiction over the
Clark Civil Aviation Complex comprising an area of 2,200 hectares and over an area of
approximately 166.9 hectares within Industrial Estate-5 of the Clark Freeport Zone.
THE MISSION

The Clark International Airport Corporation shall manage and maintain Clark
International Airport & the Clark Civil Aviation Complex and develop the same into one of the
primary gateways of the Philippines using international standards of aviation to ensure delivery
of excellent customer service, security and safety of passengers and business locators.
THE VISION

The Clark International Airport Corporation envisions to become one of the airport
authorities in the Philippines.

By the phrase “one of the airport authorities” in the Philippines, the Clark International
Airport Corporation would like to mean that it desires to be one of organizations who can be
considered an expert or proficient in the operation/ management of an airport and an aviation
complex.

With this expression, the Clark International Airport Corporation wishes to enjoy a stature
similar to Manila International Airport Authority (the organization responsible for managing Ninoy
Aquino International Airport) and Mactan-Cebu International Airport Authority (the organization
responsible for managing Mactan International Airport).

ENVIRONMENTAL ANALYSIS
Environmental analysis is a useful technique for understanding an organization’s strengths
and weaknesses and for identifying both the opportunities and the threats outside the
organization.
 In the succeeding pages, with the help of three (3) categories, we will unfold the strengths
and weaknesses of the Clark International Airport Corporation as well as the opportunities and
threats facing the organization.

A. Human Resource
STRENGTHS WEAKNESSES

 A good number of employees are  Not all employees are civil service
proficient in management of airport eligible.
operations, security and safety.

 Employees have positive work attitudes

—responsive, flexible & adaptable to
changing environment.

Opportunities Threats

 With the thrust of the government to  Corporate authorities managing

develop secondary gateways of the international airports overseas are
countries, international agencies like eyeing Filipinos who can work for them
KOICA, USAID & TAF become in exchange of large sums of
increasingly interested to focus their compensation, incentives and benefits.
assistance, particularly on the
development of human capital of the
agencies managing these gateways.

One of the strengths of the Clark International Airport Corporation in terms of human
resource is that it possesses a good number of employees that who are adept in the
management of airport operations, security and safety. As of 2012, it was estimated that 50% of
the employees were already sent to various seminars, trainings, symposia or conferences which
intend to enhance their knowledge, skills and competencies in areas of airport operations,
safety and security—the three (3) most important functional areas of airport management.

Today, the Clark International Airport Corporation is continuously investing in human

capital, knowing that its pool of human resource and their proficiencies in their respective fields
play a very crucial role in realizing the mission and the vision for the organization.

Another identified strength of the organization is the positive work attitude of its
employees. “Positive work attitude” refers to the displayed resourcefulness, responsiveness,
flexibility, and adaptability of the all personnel of the Clark International Airport Corporation.
These traits were observed by the management team of the organization, particularly during
occasions when the organization had to work on special projects and during times of economic
recessions.

In fulfilling its mission and realizing its vision, the Clark International Airport Corporation
should capitalize on these work-related traits of its labor force. The employees’ resourcefulness
will help the organization deal with budgetary constraints. Responsiveness (to the
organization’s and clients’ needs) of the employees will facilitate the effective implementation of
programs and projects. The flexibility of the members will help the organization deal with
resource (budget, time, equipment, supplies) constraints. Finally, their adaptability will allow
them to embrace changes in the corporate environment more easily.

The weakness of the Clark International Airport Corporation in terms of human resource
lies on the eligibility for civil service of its employees. At the end of year 2012, only 40% of its
people enjoy civil service eligibility while the remaining 60% do not.

Civil service eligibility entitles every Filipino employee to apply, work for and occupy
positions in any Philippine government office, agency or instrumentality.

The Clark International Airport Corporation being a government-owned-and-controlled

corporation (with no original charter) that wishes to take pleasure of an authority status, similar
to MIAA or MCIAA, must therefore compel all its employees to obtain civil service eligibility.
Otherwise, the organization cannot maintain them or provide them regular appointment even if
they have served the organization the longest or even if they are the most qualified. If this
happens, the corporation will eventually lose at its helm the most capable manpower in airport
operations, security and safety management who have gained proficiencies through trainings
and experience over time as it dreams of becoming an airport authority.
Meanwhile, positive developments in the external environment provide opportunity for
the Clark International Airport Corporation to carry out its mission and to bring fruition to its
vision.

The thrust of the Philippine government to develop the secondary gateways of the
country like Clark, Davao, and Kalibo in Aklan Province opened the doors for the assistance of
international organizations in several forms, including study grants for the human resource pool
of the government agencies managing these gateways.

With the classification of Clark International Airport as an alternative gateway of the

country, the Clark International Airport Corporation should welcome this occasion in the external
setting with great euphoria. The Clark International Airport Corporation should consider this as a
chance to establish ties with various agencies for international development of more developed
countries like KOICA (Korea International Cooperating Agency), USAID (United States Agency
for International Development) & TAF (The Asia Foundation.) and take advantage of whatever
assistance they will extend.

The study grants these agencies will offer, however, shall allow employees of CIAC to
learn the best practices of more developed nations, specifically in the realm of aviation. These
grants provide them a perfect opportunity to further advance their knowledge, make themselves
an expert in the field of airport operations, security & safety and subsequently, contribute to
realization of the vision for the Clark International Airport Corporation to become an “airport
authority”.

In spite of this, the Clark International Airport Corporation is facing a major threat in the
milieu where it operates.

Recently, several airport authorities abroad, particularly in those in the Middle East, are
in search of Filipino talents who have specialized backgrounds in airport operations, safety and
security. These airport authorities are offering Filipinos to emigrate and work for them in
exchange of large sums of compensation. They are offering Filipinos benefits and incentives
which are far better than what they receiving in the Philippines at present.

Considering these employment opportunities overseas, a peril is poised to hinder our

drive to realize the vision for the Clark International Airport Corporation. If more and more
proficient employees of the organization will be attracted by these airport authorities, the
organization will be left with nothing. It will lead to human capital drain. Consequently, it will
have to train new sets of employees and allow them to grow in their respective fields over time.
Accordingly, CIAC will have a more difficult time achieving an authority status in the near future.
 B. Product (Facilities/ Equipment of the Airport)
STRENGTHS WEAKNESSES

 Fully equipped with modern and state-  Small passenger terminal building
of-the art equipment and facilities. (designed to accommodate low cost
carriers only)

Opportunities Threats

 Thrust of the national government to  Natural calamities

develop a twin gateway system,
involving NAIA and ClA

THE CURRENT EQUIPMENT AND FACILITIES OF THE CLARK INTERNATIONAL AIRPORT BEING THE
PRODUCT BEING MANAGED & PROMOTED BY THE CLARK INTERNATIONAL AIRPORT CORPORATION PLAY
A VERY IMPORTANT ROLE IN ACHIEVING THE MISSION AND THE VISION FOR THE ORGANIZATION TO BE

DECLARED AS ONE OF THE AIRPORT AUTHORITIES IN THE PHILIPPINES.

A THOROUGH ANALYSIS OF ITS STRONG AREAS OF THE PRODUCT OF THE CLARK

INTERNATIONAL WOULD TELL THAT THE AIRPORT (CRK) IS ONE OF THE BIGGEST AVIATION COMPLEXES
IN ASIA. IT HAS TWO (2) RUNWAYS IN PARALLEL CONFIGURATION THAT CAN EASILY BE EXTENDED TO 4
KILOMETERS TO ACCOMMODATE NEW GENERATION WIDE-BODIED AIRCRAFTS.

FURTHERMORE, THE AIRPORT IS FULLY EQUIPPED WITH ALL NAVIGATIONAL AIDS AND LIGHTING
FACILITIES AND HAS A CATEGORY 1 RATING FOR PRECISION APPROACH. THE SECONDARY RUNWAY
(RUNWAY 02L/20R) HAS A LENGTH OF 3,200 METERS AND A WIDTH OF 45 METERS.

SIMILARLY, THE AIRPORT IS WELL EQUIPPED WITH A TERMINAL RADAR APPROACH CONTROL,
NAVIGATIONAL AIDS, METEOROLOGICAL EQUIPMENT, AIRFIELD GROUND LIGHTING SYSTEM AND
CRASH, FIRE AND RESCUE FACILITIES.

NONETHELESS, THE WEAK POINT OF THE AIRPORT IS THAT IT HAS ONLY 1 PASSENGER
TERMINAL BUILDING. THIS PASSENGER TERMINAL BUILDING CAN ONLY CATER THREE (3) LOW COST
CARRIERS AT ONE TIME. IT CANNOT HANDLE LEGACY OR FULL SERVICE CARRIERS WHICH FERRIES
AROUND 300 TO 400 PASSENGER PER FLIGHT CONSIDERING THE STATUS OF AIRPORT OPERATIONS AT
PRESENT.

MOREOVER, THE PHYSICAL APPEARANCE OF THE PASSENGER TERMINAL BUILDING DOES NOT
CONFORM TO INTERNATIONAL STANDARDS. PLY WOODS ARE USED TO BOARD UP/ SEPARATE THE PRE-
DEPARTURE AREA FOR INTERNATIONAL DEPARTING PASSENGERS AND THE PRE-DEPARTURE AREA FOR

DEPARTING PASSENGERS OF THE DOMESTIC FLIGHTS. THUS, THE CLARK INTERNATIONAL AIRPORT
CORPORATION MUST FORMULATE PLANS AND PROGRAMS WHICH WILL IMPROVE THE PHYSICAL
APPEARANCE/ CONDITION OF THE CURRENT PASSENGER TERMINAL BUILDING.

MEANWHILE, PROGRESS IN THE EXTERNAL ENVIRONMENT PROVIDES OPPORTUNITY FOR THE

ORGANIZATION TO REALIZE IT MISSION AND VISION.

THE DECLARATION OF THE NATIONAL GOVERNMENT TO SUPPORT THE TWIN GATEWAY SYSTEM
WHICH WILL PROMOTE THE DEVELOPMENT OF NAIA AND CLARK INTERNATIONAL AIRPORT WILL PAVE
THE WAY FOR THE EXPANSION OF THE LATTER TO AN AIRPORT ACCORDING TO INTERNATIONAL

STANDARDS TO ADDRESS GROWING THE DEMAND FOR TRAVEL.

RECENTLY, THE NATIONAL GOVERNMENT THROUGH THE DEPARTMENT OF TRANSPORTATION

AND COMMUNICATION (DOTC) AND THE CIVIL AVIATION AUTHORITY OF THE PHILIPPINES (CAAP)
ANNOUNCED AS WELL THAT IT WILL ALLOCATE FUNDS FOR THE EXPANSION AND DEVELOPMENT OF THE

CLARK INTERNATIONAL AIRPORT, INCLUDING ITS EQUIPMENT AND FACILITIES.

Hence, the Clark International Airport Corporation should now capitalize on all these
pronouncements of the national government. It must find ways on how to bring these
commitments to realities.

C. PROCESSES
STRENGTHS WEAKNESSES

 Processes are ISO 9001:2008 certified.

 Processes involving operations are
ICAO compliant.
 Opportunities Threats

 Fast paced developments in aviation

industry

The processes inside the Clark International Airport Corporation for its passengers and
business locators play also a very crucial part in fulfilling its mission to serve the passengers
and business locators and in realizing its vision to be considered as one of the airport authorities
of the Philippines. Truly and equally, they reflect the effectiveness and efficiency of the
organization. Furthermore, they provide a measure how the organization soundly serves all its
clients or customers.

In the course of analyzing the processes of the Clark International Airport Corporation, it
was unfolded the first strength of the organization is related to the fact that the procedures
involving its passengers and business locators are ISO certified. It only proves management’s
commitment to raise the bar and provide all its clients the high quality services which conform to
international standards.

In July 2013, CIAC bagged the ISO 9001:2008 Re-Certification Award from the TUV
Rheinland Philippines Inc., under the category of international passenger facilitation and internal
operating processes.

ISO 9001:2008 sets out the criteria for a quality management system. The standard is
based on a number of quality management principles including a strong customer focus, the
motivation and implication of top management, the process approach and continual
improvement. ISO 9001:2008 helps ensure that customers (passengers and business locators
in this case) get consistent and prime quality services.

Another strong point of the Clark International Airport Corporation is that its processes
involving operations (including safety and security) are compliant to the standards of the
International Civil Aviation Organization (ICAO). The procedures/ practices related to the
operations of an airport follow the principles of ICAO.
 ICAO is a specialized agency of the United Nations. It codifies the principles and
techniques of international air navigation and fosters the planning and development of
international air transport to ensure safe and orderly growth.

The ICAO Council adopts standards and recommended practices concerning air
navigation, its infrastructure, flight inspection, prevention of unlawful interference, and facilitation
of border-crossing procedures for international civil aviation. ICAO also defines the protocols
for air accident investigation followed by transport safety authorities in countries signatory to
the Convention on International Civil Aviation.

On the other hand, threats to these processes of the Clark International Airport
Corporation in order to serve its customers well may lie on the fast paced developments in the
aviation industry. If fast paced developments may happen in the industry, sooner or later, these
processes may become obsolete and may affect the way the organization serves its customers.
Thus, it is imperative for the management of the Clark International Airport Corporation to
assess, review and update from time to time, at regular intervals, its processes and procedures
to fulfill its mission and realize its vision.

LONG-TERM OBJECTIVES

In pursuing its vision and considering the status of the organization, the Clark
International Airport Corporation aims to achieve the following long-term objectives:
  To strengthen the skills, knowledge and competencies of the employees and make
them experts in their fields, particularly those who are engaged in airport
operations, security and safety.

The following will indicate the achievement of this objective:

a. Civil service eligibility of all employees

b. Proficiency of employees, particularly those involved in airport operations,
security and safety
c. Non-reliance of employees on knowledge or expertise of other airport authorities
in the Philippines.

 To design, construct and manage a premier international airport, equipped with

state-of-the-art equipment and facilities

Construction and management of an airport passenger terminal building that can

handle full service or legacy carriers will indicate the achievement of this objective.

STRATEGIES

In achieving its long-term objectives, the Clark International Airport Corporation will make
use of the following strategies:
a) Collaboration/partnership with the airport authorities of the Philippines–
designing and implementing training programs with the Manila International Airport
Authority and Mactan-Cebu International Airport Authority to achieve synergy in the
sharing of resources and utilization of expertise/core competencies

b) Collaboration/partnership with groups like international cooperation agencies

and development organizations –designing and implementing programs/projects
with groups, like international cooperation agencies and development organizations
which pour assistance or grants to the growing sectors of less developed countries
and newly industrialized countries

c) Prioritized use of the organization’s budget on strategic programs –giving

priority to programs that can contribute to the efficiency, effectiveness and growth of
the organization

d) Tapping potential additional budget sources–requesting for donations or

additional budget allocations from government agencies mandated to develop and
oversee the aviation industry of the country
 LONG-TERM OBJECTIVES STRATEGIES PROGRAMS/PROJECTS

Joint Security and Safety Exercises of the

Manila International Airport Authority and
the Clark International Airport Corporation

(twice a year)
Collaboration/partnership with the airport
authorities of the Philippines
Joint Conference on the Best Practices in
To strengthen human resource skills, Management of Airport Operations of
Manila International Airport Authority and
knowledge and competencies of the the Clark International Airport Corporation
employees in the next 5 years, starting
(annually)
year 2014

Collaboration/partnership with groups like

Joint Feasibility Study for the Clark
international cooperation agencies and
International Terminal 2 Project
development organizations

Prioritized use of the budget on strategic Civil Service Examination Review for CIAC
programs Employees

To design, construct and manage a Realization of the National Government’s

Tapping potential additional budget sources Commitment to develop the Clark
premier international airport terminal
International Airport
 LONG-TERM OBJECTIVES STRATEGIES PROGRAMS/PROJECTS
building, equipped with state-of-the-art Prioritized use of the budget on strategic
equipment and facilities (Year 2019) programs

PROGRAMS AND PROJECTS

The programs that the Clark International Airport Corporation will implement to achieve its objectives using the strategies it
identified are listed in Tables 2-6.

Tables 2-6
Summary of Programs
 IMPLEMENTATION TIMETABLE
DESIRED
RESOURCE (Years 1-5) Budget
OUTPUT &
PROGRAM OBJECTIVES REQUIREMENT (2014-2019) (Pesos)
DEVELOPMEN
S
T DIMENSION 1 2 3 4 5

Joint Security To enhance the knowledge, Proficiency/ Human P2,000,000.00

and Safety skills and competencies of mastery of the resources
Exercises of the the employees of the Clark employees of
Manila International Airport, the Clark Security and
International particularly those in charge of International safety
Airport Authority safety and security, through Airport on safety equipment
and the Clark joint exercises with the panel and security
International of experts of airport standards in Financial
Airport authorities like MIAA and international allocation
Corporation MCIA airports
 IMPLEMENTATION TIMETABLE
DESIRED
RESOURCE (Years 1-5) Budget
OUTPUT &
PROGRAM OBJECTIVES REQUIREMENT (2014-2019) (Pesos)
DEVELOPMEN
S
T DIMENSION 1 2 3 4 5

Joint To enhance the knowledge, Proficiency of Human P500,000.00

Conference on skills and competencies of the employees resources
the Best the employees of the Clark of the Clark
Practices in International Airport, International
Management of particularly those in charge of Airport on the Financial
Domestic and airport operations, through management of allocation
International annual joint conferences with premier
Airport the personnel of airport international
Operations of authorities like MIAA and airport
Manila MCIA operations
International
Airport Authority
and the Clark
International
Airport
Corporation
 IMPLEMENTATION TIMETABLE
DESIRED
RESOURCE (Years 1-5) Budget
OUTPUT &
PROGRAM OBJECTIVES REQUIREMENT (2014-2019) (Pesos)
DEVELOPMEN
S
T DIMENSION 1 2 3 4 5

Joint Feasibility  To enhance the knowledge, Proficiency of the Human resources

Study for the Clark skills and competencies of the employees of the (working group) PhP50,000.00
International employees of the Clark Clark International
Terminal 2 Project International Airport on airport Airport on the
design and airport operations management of Workplace for the
management through study premier team of experts to
grants abroad (financed by the international be sent by the
international agency)
gateways international
agencies
 To take advantage of the Feasibility study
resources (particularly Representation
financial resources) of these
development organizations
and international cooperation
agencies

 To come up with a feasibility

study jointly prepared by the
panel of experts of these
international cooperation
agencies and CIAC
employees which will harness
their skills and knowledge on
airport design/ airport
operations management
 IMPLEMENTATION TIMETABLE
DESIRED
RESOURCE (Years 1-5) Budget
OUTPUT &
PROGRAM OBJECTIVES REQUIREMENT (2014-2019) (Pesos)
DEVELOPMEN
S
T DIMENSION 1 2 3 4 5

Civil Service  To prepare the 100% of the Financial

Eligibility Exam employees of the employees are allocation for the PhP100,000.00
Review Clark International Civil Service facilitator of the
Airport Corporation for eligible review
the Civil Service
Eligibility Exam
Budget for
 To maintain/ keep snacks for the
employees of the review
organization who participants
have gained expertise
over the years of work
experience
 IMPLEMENTATION TIMETABLE
DESIRED
RESOURCE (Years 1-5) Budget
OUTPUT &
PROGRAM OBJECTIVES REQUIREMENT (2014-2019) (Pesos)
DEVELOPMEN
S
T DIMENSION 1 2 3 4 5

Realization of  To realize the Funding of the Human resource

the National commitment of the national (team of experts PhP200,000.00
Government’s national government government thru in government
Commitment to to develop the Clark DOTC and processes/
develop the International Airport CAPP for the procedures)
Clark construction of a
International  To solicit funds/ new
Airport allocation from the international Budget for
DOTC and CAAP for passenger representation
the design and terminal building
construction a new that can handle
passenger terminal legacy or full Budget for
building of the Clark service carriers communication
International Airport,
that will be equipped
with modern and Construction of Budget for local
state-of-the-art the new travel
equipment and passenger
facilities terminal building