Click for next page ( 26


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 25
The Foundation: Leadership 25 Agency Policy Goals: The goals of the first major area of Leadership Compelling Practice #3 responsibility are to Partnership with the Legislature 1. Develop a vision and managing principles for a flexible, The Washington State Department of Transporta- accountable, and transparent organization. tion (WSDOT) has had a long-standing partnership 2. Develop the agency's mission and goals to establish pri- with the State's Legislative Transportation Commit- orities and a process by which conflicts can be reconciled. tee (LTC). The LTC has an oversight role for the 3. Define a strategic direction that frames what a successful WSDOT, but due to the strong working relation- process looks like and who will participate in the CACP ships, it also provides the catalyst and support for process. needed funding. This relationship has created one 4. Obtain buy-in from Approving Authorities and Internal of the most stable state DOTs in the country, a and External Stakeholders to support the vision, mission, model for all to follow. and goals for the agency. Actions: The following is a list of actions, activities or tasks that should be completed as part of this effort: Develop shared values that will set expectations for leadership and staff that are based on prin- ciples of honesty, integrity, trust, respect, personal leadership, and excellence in performance and services. Establish procedures for communicating, coordinating and collaborating on the agency poli- cies and procedures and ultimately the ACP process. Define the agency's mission and goals, recognizing that conflicting goals common to airports (i.e., good customer service and low rates and charges) need to be reconciled and clearly com- municated to stakeholders. Develop a system of, and environment for, open and honest communication where new ideas and different opinions can be shared by the Leadership Team and CMT with the objective of developing a consensus on the goals, processes, and results of a CACP process. Establish a collaborative process to set priorities and evaluate trade-offs that acknowledges conflicts, provides for resolutions, and sets expectations for results among various stakeholders. Secure buy-in and participation in collaboration, develop or formulate a mechanism such as a partner- Compelling Practice #4 ship agreement or covenant that requires key partici- Coordinating with Stakeholders pants to sign on to the process. The New Jersey Department of Transportation Formalize a process for annual review of the agency's (NJDOT) implemented a two-step process to develop mission, goals, and expected results. a capital plan. First, they developed a capital Raise awareness with Approving Authorities and the investment strategy that identified performance Internal and External Stakeholders on mission, goals and goals and investment levels by asset/investment expected results of the agency. categories. Once the overall strategy was in place, Establish levels of authority for approvals related to they developed the capital plan, coordinating with project authorizations and change management. federal, state, and local stakeholders. Obtain support and resources from Approving Authori- ties to achieve agency goals and results. When: Agency Policy must be established prior to the development of the CACP process and revisited regularly, as appropriate. Leader: Executive Leader Knowledge: The Executive Leader must understand the following: How the current political system works and its relationships with key decision makers. How to determine who makes decisions, when they make them, and what they need to make them.

OCR for page 25
26 Collaborative Airport Capital Planning Handbook How to maintain agency priorities in shifting political and financial environments. How to maintain political staying power and momentum over multiple years and administrations. How to communicate consequences and implications of decisions and integrate historical perspective and lessons learned to provide context for decisions. How to balance decisions across portfolios, programs, and projects. How to maintain an agency-wide view. How to build relationships with stakeholders, both internal and external to the organization. How to be more management-orientated and less technically focused. Skills: The Executive Leader must be skilled at the following: Being organized. Saying no, when required. Seeing the big picture. Keeping an open mind and remaining objective. Building consensus by encouraging participation and dialogue. Constructing internal and external networks. Creating a safe environment that supports new ideas and creativity with a calm and positive attitude. Looking at problems from multiple perspectives. Communicating verbally and via writing. Ability: The Executive Leader must be able to Be decisive internally and persuasive externally. Create and manage organizational structure by defining roles and responsibilities. Create an environment of collaboration. Identify and acquire the resources needed. Delegate and evaluate the work of others. Empower, inspire and motivate staff by challenging them and holding them accountable. Draw on the expertise of others and involve them in the process. Be flexible, responsible, and accountable. Partners: Leadership Team and Approving Authorities Methods: The following is a list of techniques that should be used to communicate and col- laborate with Partners as part of this effort: Collaborate with the Leadership Team at meetings On the vision, mission and goals for the agency that will ultimately provide strategic direc- tion for the CACP process. To identify needs, reconcile conflicts and establish priorities. To obtain consensus on the mission, goals, priorities and results. Communicate with Approving Authorities using in-person presentations To obtain the necessary support and agreement on the vision, mission, goals and expected results aligned with resources to deliver a CACP process. Communicate with the Agency in writing and when appropriate in person on The vision, mission, goals and expected results aligned with resources to deliver a CACP process. Products: The following is a list of written documents, processes, data, events, and/or other benefits that will be produced as part of this effort: Partnership agreements, covenants, Memorandums of Understanding, and other documents that bind participants to accountable, transparent and flexible processes, including the CACP process facilitating buy-in and cooperation.