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CHAPTER 10
Monitoring, Evaluating,
and Modifying the Plan
This chapter discusses methods for ensuring that the organization continues to follow the
Creating a Process Plan and
Road Map direction established during the strategic planning process. By effectively monitoring, evaluat-
(Chapter 3) ing, and modifying the strategic plan, the planning team can make the strategic plan a "living"
document and preserve the continuity of the strategic planning process (a concern raised by par-
Evaluating and
ticipants in the focus groups).
Understanding the
Organization The purpose of this chapter is to enable airport management to do the following:
(Chapter 4)
· Decide who should be responsible for monitoring overall implementation of the plan and who
should be responsible for ensuring that specific long-term and short-term objectives are
Defining and Articulating the
Organization's Mission, achieved
Vision, and Values · Determine how frequently implementation status should be monitored and how results should
(Chapter 5)
be reported
· Establish a process for conducting periodic reviews of implementation of the strategic plan
Scanning the Environment
and Predicting
objectives and for modifying the strategic plan when necessary
Developments
(Chapter 6)
10.1 Monitoring Strategic Plan Implementation
Identifying Strategic Issues,
Strategies, and Long-Term The first step in the monitoring process (as reflected in Step 1 of Worksheet 10.01, "Moni-
Objectives toring Implementation of the Strategic Plan") is for the planning team to jointly determine
(Chapter 7)
who has responsibility for monitoring overall implementation of the strategic plan and report-
ing the plan's status to the organization's full board/policy-making authority. Typically, this
Formulating
Short-Term Objectives and task is performed by the airport director/manager/CEO, but it could also be performed by the
Creating Action Plans head of the planning team (if this person is not the airport manager). How often this individ-
(Chapter 8)
ual must report the plan's status and the form and content of the status report should also be
noted on the worksheet.
Writing, Communicating,
and Executing the Plan The next step in the monitoring process (as reflected in Step 2 of Worksheet 10.01) is to deter-
(Chapter 9) mine who has responsibility for ensuring implementation of the strategic plan's long-term objec-
tives and reporting the implementation status to the individual(s) determined in Step 1. The
operators of some airports, particularly smaller airports with fewer strategic plan objectives, may
Monitoring, Evaluating, and choose to skip this step and have the individual responsible for the implementation of each short-
Modifying the Plan
(Chapter 10) term objective directly report implementation status to the individual delegated in Step 1. If
responsibility is delegated for ensuring implementation of the strategic plan's long-term objec-
tives, best practices suggest that only one individual be given monitoring authority (even though
implementation of the long-term objective may require a collaborative effort from more than
one department), as this gives the person a sense of responsibility and increases his/her motiva-
tion to ensure that the objective is implemented successfully. As in Step 1, the frequency, form,
and content of the status report should also be noted on the worksheet.
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