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29 FIGURE 14 Command center layout (Source: Greater Toronto Airports Authority 2009). once the facility is open. The overall training approach can a comprehensive list of the systems being installed and a be seen in Figure 15. snapshot of the types of training staff are nominated for on each system. The matrix identifies which stakeholders are operators, maintainers, and users of each system, and this IDENTIFYING RESOURCES information will influence the type of training each stake- holder will be assigned. Table 5 is an example matrix. The resources planned for the new facility need to be analyzed from early on in the project life cycle. A thorough review of each stakeholder's resource plans for the new facility needs to be conducted to ensure that the correct numbers of staff are Core Specialist available to deliver against the proposed organization struc- Training Training Train the Trainer Specialist on the ture and operational goals of the new facility. Delivery Orientation and job training Delivery Familiarisation (Optional) Training Following from this, an emphasis on using existing Advanced Airport Training for Operations resources wherever possible to ensure skills that already Airport Trials Training exist in house are identified and developed to their full Overall Stakeholder Off-shore potential. A process to produce profiles that categorize job Training specialist on-job Stakeholder Programme training roles and identify the competencies for these roles is con- Recruitment ducted to confirm that the best opportunities to utilize exist- ing staff are taken. Individual Contractor Stakeholder Training Training Delivery TRAINING MATRIX Tracking Coordination A stakeholder training matrix is a tool that can be used to map stakeholder training needs to the multiple systems being installed. The training matrix provides all stakeholders with FIGURE 15 Training approach (Source: Arup 2009).