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18 Collaborative Airport Capital Planning Handbook buy-in there will be in the organization to collaborate, innovate, and succeed. The more stake- holders see that value, the more support there will be for investment in the resources and tools needed to improve operations, and the more demand there will be to sustain a process regard- less of changes in leadership because the demand and expectation for a high level of perform- ance will be established. A sustainable CACP process needs to be well documented and institutionalized in the functional operations of an agency to be viable and to withstand the inevitable leadership changes. The more an agency demonstrates results to stakeholders, indus- try experts and the general public, the more support there will be to institutionalize and sustain the CACP process over time. CACP Process Participants The CACP process detailed in Chapters 4 through 6 identifies all potential key participants and their associated responsibilities in the process. As illustrated in the Responsibility Matrix in Figure 4, the following is a description of the responsible parties and their roles in the CACP process: · Executive Leader. The individual at an airport responsible for managing all operations and accountable to regulatory and approving authorities for the financial integrity of all opera- tions, programs and services, including the delivery of an ACP. The Executive Leader for an ACP can be the Executive Director or President and CEO of the airport or the Director of the airport facility of a multi-purpose authority, depending on the size, governmental structure, and complexity of the airport. · Leadership Team. The senior manager(s) responsible for mission accomplishment and over- all operations of the airport. The senior management staff within an airport organization are those individuals responsible for overseeing the financial, engineering, planning, operating, administration, and information technology departments. The Leadership Team at a general aviation (GA) or small-hub airport may be the same composition as the Capital Management Team. · Capital Management Team. A capital management team (CMT) is established by the Exec- utive Leader with the Leadership Team and is composed of senior managers from those departments that are responsible and accountable to develop, implement and oversee the ACP and play a vital role in determining the outcomes of the ACP. The composition of the CMT will depend on the size, governmental structure and complexity of the airport. For example, a CMT may include a CEO of the authority, director of aviation [or the operations and main- tenance (O&M) Department], and senior managers from finance, planning, engineering, and information technology. · Internal Stakeholders. Those individuals, groups of individuals, or departments internal to the airport organization that may include the executive administration, O&M, administrative, and technical departments, and any board of directors internal to the airport. For example, in the CACP process, an Internal Stakeholder may include the Leadership Team or, for more complex airports, may also include the CMT. · External Stakeholders. Those individuals, groups of individuals or organizations that exist and operate outside of the airport organization that include financial, regulatory and approv- ing agencies (e.g., FAA, TSA and outside boards and commissions), governmental agencies (i.e., federal, state and local), tenants (e.g., airlines, concessions, car rental agencies), and the general public (e.g., neighbors, advocacy groups, and the traveling public). For the purposes of the Responsibility Matrix (Figure 4), Accountable means ultimate own- ership of all decisions, actions and outcomes of the Agency. Responsible means executing the actions, making the decisions and ensuring the outcomes of the Agency. Obligated means
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The CACP Process 19 Responsible Party Leadership Development Implementation Oversight ACCOUNTABLE Establish culture of Track progress through collaboration. Define Designate CMT with Provide resources. established mechanisms mission and goals. clearly defined roles and Communicate with CMT for reports and meetings. Executive Leader Establish Leadership responsibilities. Define regularly. Support and Provide resources to Team. Clearly define roles and set strategic direction seek approval for project continue to manage the and responsibilities. Set for the ACP process. authorization from process. Report on priorities. Obtain buy-in Provide resources. Set Approving Authorities as outcomes, benefits and from Approving expectations for targets. needed. accomplishments. Authorities. ACCOUNTABLE Collaborate on review of Collaborate on progress, Collaborate on goals, performance, projects, performance measures, targets and results. Leadership Team people and resources. results and targets. Collaborate on defining Collaborate on developing Manage resources for Establish schedule and mission and goals. ACP Policy. effective delivery of format for reporting and Communicate process to projects on time and managing change and Executive Leader. within budget. necessary approvals. RESPONSIBLE Collaborate with Leaders Collaborate on Communicate goals and Capital on the implementation of performance metrics. understand needs from Management Team ACP. Convene regular Measure performance. operating and technical (CMT) meetings to review and Report regularly on departments. Collaborate respond to reports on progress related to on financial metrics and progress, budget, and scope, budget and allocation of resources. schedule. schedule. OBLIGATED Provide scope budget and Execute the ACP. Meet Communicate progress Internal schedule data to develop regularly to report on and challenges regularly. Stakeholders projects. Conduct progress. Identify needs. Identify needs, risks and analyses of ACP. Collaborate with Partners changes and develop Collaborate on priorities, for scope, cost and solutions accordingly. budget and schedule. schedule data needs. INFORMED Collaborate on developing Receive quarterly reports External scope of projects, on progress, Stakeholders Receive and support reviewing project achievements, status of ACP. documents and providing key programs and input. projects. Figure 4. Responsibility matrix.
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20 Collaborative Airport Capital Planning Handbook Note: CFO = chief financial officer, LOB = line of business. Figure 5. Sample organization charts.
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The CACP Process 21 actively participating in the process and providing data required to support decision making by Internal Stake- CHAPTER 3 SUMMARY holders; and Informed means receiving information and The following topics were covered in this chapter: providing feedback as needed. · Framework to institutionalize collaboration, · Interrelated roles of CACP process participants, Figure 5 illustrates the different organizational charts · Interactive leadership, for airports of various sizes and governing structures and · Continuous oversight, where potential CACP process participants would fit into · Adherence to meeting schedules, the responsible party categories described above. These · Openness to change, categories and the responsibility matrix can be adapted to · Commitment to solve problems, and airports of all sizes and structures. · Essential items of the CACP process.