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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. 118