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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.
