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The Foundation: Leadership 27 Written mission statement, policy, strategic goals, standard operating procedures, guidelines, and directives. Results: The following are the results an agency can expect in terms of targets achieved, ben- efits realized and value added when an agency follows the recommended effort outlined above: 1. Agency priorities and expectations, including those for the ACP, are developed and commu- nicated to Internal and External Stakeholders. 2. Policy goals, actions and results tied to defined targets that can be realized and connected to the ACP. 3. Organizational buy-in and commitment from Approving Authorities and Leadership Team. Organization Goals: The goals of the second major area of Leadership responsibility are to 1. Create an environment in which collaboration and innovation is encouraged, expected and rewarded. 2. Develop a formal organizational structure with the Leadership Team and top managers to manage a flexible, accountable and transparent organization. 3. Set expectations for the performance of the agency. 4. Clearly define the roles and responsibilities of the Leadership Team. 5. Establish an organizational framework to coordinate, cooperate and collaborate to deliver agency results. Actions: The following is a list of actions, activities, or tasks that should be completed as part of this effort: Define roles and responsibilities of key leaders and managers involved in the process. Develop a responsibility matrix that defines the roles and responsibilities of key participants (see Figure 4, the Responsibility Matrix, in Chapter 3). Develop an organizational chart that clearly identifies the qualities and skills necessary to man- age an innovative and collaborative organization. Establish a strong coordinating structure with a dedicated schedule for reporting, reviews and progress meetings. Define the expected levels of service and the performance metrics aligned with goals and objectives. Establish a formal structure for leaders and managers to regularly interact and dialogue on organizational issues and performance. When: Actions to be completed during scheduled meetings throughout the year and on an ongoing basis as needed. Leader: Executive Leader (See Agency Policy for a description of Executive Leader.) Partners: Leadership Team 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 in meetings to Develop an organization with a formal structure and roles and responsibilities in an agency manual. Develop standards of performance based on shared principles and values in an agency manual. Communicate to the Agency and Stakeholders in writing on The organizational structure and roles and responsibilities for achieving the agency's vision, mission, goals, and expected results.

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28 Collaborative Airport Capital Planning Handbook 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: Agency manual that may include policy goals, guidelines, responsibility matrix, organizational chart, schedule and reporting templates. Documented data on needs, metrics, cost, and schedule. Metrics on the organization's performance. Selected performance measures for key service areas. Established system and schedule for measuring performance on achieving goals and report- ing on actions and results accomplished. Action plans for all departments linked to personnel with action items, deliverables and deadlines. Results: The following are the results an agency can expect in terms of targets achieved, ben- efits realized and value added when an agency follows the recommended effort outlined above. 1. Agency is coordinated, organized and structured to achieve its goals. 2. The Leadership Team is clear on roles and responsibilities and is empowered to deliver achievable results. 3. Key players own the process. 4. Effectively manage changes in funding, political priorities or resources so that they are seam- less to the organization. 5. Begin the process to institutionalize collaboration among leaders and managers. Case Study 3: Organizational Change The City of Columbus implemented Columbus*Stat to demon- strate its commitment to transforming governments to be more accountable and transparent as well as to create opportunities and incentives to effectively and efficiently manage performance and increase public involvement. The basic steps the City of Columbus used to create a culture of performance man- agement in a collaborative framework were the following: 1. Key stakeholders signed a formal agreement known as the Columbus Covenant that defined a vision, mission, and goals (see page C-2 of Appendix C). 2. The mayor set the strategic direction based on input from key departments and political imperatives. 3. Key departments responsible for delivering services established roles and responsibilities for members of the Columbus*Stat team. 4. Selected departments meet with the mayor's Columbus*Stat Panel to confirm priorities, discuss any changes in services or programs, set performance tar- gets, develop appropriate performance measures and establish an effective feedback loop to formalize regular monitoring and reporting. 5. Selected Departments collect data on select measures and work on a regular schedule with designated Columbus*Stat analysts. 6. Data are analyzed for trends and concerns. 7. Information is shared at Columbus*Stat Panel meetings concerning trends, spe- cific issues and measures.