Click for next page ( 13


The National Academies | 500 Fifth St. N.W. | Washington, D.C. 20001
Copyright © National Academy of Sciences. All rights reserved.
Terms of Use and Privacy Statement



Below are the first 10 and last 10 pages of uncorrected machine-read text (when available) of this chapter, followed by the top 30 algorithmically extracted key phrases from the chapter as a whole.
Intended to provide our own search engines and external engines with highly rich, chapter-representative searchable text on the opening pages of each chapter. Because it is UNCORRECTED material, please consider the following text as a useful but insufficient proxy for the authoritative book pages.

Do not use for reproduction, copying, pasting, or reading; exclusively for search engines.

OCR for page 12
12 Collaborative Airport Capital Planning Handbook Measuring Collaboration So how does an agency know that it has been successful in collaborating? Using a measure- ment system to determine the level of collaboration between internal stakeholders provides a quantitative metric to demonstrate success. Once an environment of collaboration is created, the greatest challenge is then to develop a system to institutionalize collaboration within the agency that holds its staff and leaders account- able. To do that, it is critical that "collaboration" be measured and documented. Measures of collaboration can be applied to both personnel and an entire organization. In his article entitled "Measuring Collaboration Among Grant Partners," Bruce Frey, from the Univer- sity of Kansas, conducted significant research on collaboration and developed a collaboration measuring technique for secondary education grant programs among partners. This article described the importance of measuring collaboration for soliciting funding entities and for sus- taining innovative programs in the future. This collaboration measurement scale has been adapted for measuring collaboration between internal stakeholders in the ACP process (see sam- ple forms on pages D2 through D4 of Appendix D). These forms can be used annually, or at key milestones or deliverables depending upon the complexity of the ACP. It is intended to be used by each Leader and Partner identified in each step of the CACP process (see Chapters 4 though 6). As important as it is to use this evaluation form to rate collaboration within an organization, it is even more essential that this rating be incorporated into individual staff goals and performance evaluations and subsequently used as the basis for rewards and/or penalties. Institutionalizing Collaboration The process to establish a culture of collaboration and to institutionalize it begins with lead- ership. Leaders must clearly communicate that collaboration is expected. Leaders must demon- strate the importance and value of collaboration by illustrating its benefits and recognizing those who participate. Leaders establish a platform for collaboration by Convening regularly scheduled meetings and encouraging the sharing of ideas; Defining and requiring regular, transparent reporting; Holding managers accountable for communicating open and honest information; Setting standards for achieving targets and performance objectives; and Measuring and celebrating successful collaboration. Leaders ultimately hold managers accountable to collaborate, and, as described in this Hand- book, to deliver a collaborative ACP process that is transparent and honest. Leaders change on a regular basis, and, in the absence of a collaborative director or Executive Leader, the internal department managers become the leaders who must work together and hold their staff and supervisors accountable to develop, manage and deliver an ACP in a collaborative manner. Regardless of where the expectation of collaboration originates, what is most important is that the value of the CACP process is clearly understood and the methods and processes to develop and implement it begin to happen in earnest. Collaboration can also be forced onto an agency by external stakeholders demanding more accountability and transparency. Those external stakeholders can be agencies such as the FAA or TSA, tenants, or the general public, which includes neighbors and advocacy/community groups. Once the imperative to be more accountable and transparent is effectively communi- cated, then the process to collaborate becomes institutionalized. Then it is more likely that there will be investment in the resources to facilitate the process. The more managers become collab-