Click for next page ( 18

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 17
The CACP Process 17 throughout the process by feeding that information back into the process regularly. Leadership needs to be unwavering in its commitment to Oversee the process; Be transparent about expectations, roles and responsibilities; Define targets, goals and results; and Learn from successes and failures by feeding that information back into the system. Leadership needs to be equally accountable for performance throughout the process, report- ing on progress, metrics, targets and delivery of services. Communication of the process and the results (good and bad) needs to be done both in person and in writing. The success of a well man- aged CACP process is evident in the outputs and will demonstrate added value, thereby increas- ing buy-in to support a sustainable CACP process. The CACP Process The three components of the CACP process are: 1) The Foundation: Leadership, with four major areas of responsibility; 2) The Nuts and Bolts: a two-phase process that includes a Devel- opment Phase and an Implementation Phase with five steps each; and 3) The Checks and Bal- ances: Oversight, with four elements. For each component of the CACP process, the following items defined below are described in detail in Chapters 4 through 6: Goals: The results that a program or organization aims to accomplish. Actions: The tasks that must be executed by the participants involved in the CACP process to accomplish the results. When: The recommended time when a step should occur. Leader: The senior manager of the department responsible and accountable for executing the actions of the step (i.e., tasks), and for partnering with the appropriate departments, to deliver the specific results and products described in the CACP process framework. This individual is responsible for developing an environment that encourages staff to communicate and collab- orate, and for managing a transparent and accountable CACP process to develop, implement and oversee the ACP. Partners: A senior manager of a department responsible and accountable for collaboration with the Leader to deliver specific results and products described in the CACP process. This individual is also responsible for developing an environment that encourages staff to commu- nicate and collaborate, and for committing to transparent and accountable participation in the CACP process. Methods: The mechanisms by which communication and collaboration are achieved either by human interaction or physical and/or electronic documentation. Products: The outputs or services produced by the actions taken in a CACP process step and delivered to stakeholders (whether internal or external). Products take the form of either writ- ten documents such as manuals or agreements, data such as forecasts or projections, process or procedures, events or activities such as meetings or evaluations, or awards or benefits. Results: The effect a step in the CACP process is intended to have. Results will enumerate tar- gets achieved (and missed), quantify benefits realized, and demonstrate value added. They will substantiate progress on the goals that the Leader and Partners are accountable for in each step of the CACP process as well as the expectations of other stakeholders involved in the CACP process. A well-documented, accountable and transparent process with a dedicated and committed leadership team will yield a CACP process that is sustainable. The more managers and staff are able to realize the benefits of the process and are rewarded for their active participation, the more